Quality Management Fundamentals

WWW.VIDYARTHIPLUS.
COM
UNIT I
WWW.VIDYARTHIPLUS.COM V+ TEAM
WWW.VIDYARTHIPLUS.COM
PART - A
1. Define quality.
Quality is defined as the degree to which a set of inherent characteristics fulfills

requirements .Degree means that quality that can be used with adjectives such as poor, good and
excellent. Inherent is defined as existing in something especially as a permanent characteristic.
Characteristic can be quantitative or qualitative. Requirements is a need or expectation that is stated,
generally implied by the organization, its customers, and other interested parties. Quality fulfills or
exceeds our expectations. It is quantified as
Q = P/E
Q – Quality
P – Performance
E – Expectations.
It is also defined as the degree of excellence a product or service provides.

According to Deming “It is the predictable degree of uniformity, at low cost and suited to the
market”. According to Joseph Juran “Quality is fitness for use”. According to Philip B. Crosby
“Quality is conformance to requirements”.
2. What are the dimensions of Quality?

The dimensions of Quality are:
1. Performance – Primary product characteristics such as the brightness of the picture.
2. Features – Secondary characteristics, added features, such as remote control.
3. Conformance – Meeting specifications or industry standards.
4. Reliability – Consistency of performance over time, average time for the unit to fail.
5. Durability – Useful life includes repair.
6. Service – Resolution of problems and complaints, ease of repair.
7. Response – Human to human interface, such as the courtesy of the dealer.
8. Aesthetics – Sensory characteristics such as exterior finish.

9. Reputation – Past performance and other intangibles, such as being ranked first.
3. Define Quality planning.
It is defined as the process of planning to design and obtain a better quality product
or service and to attain new break through goals.
4. What are the steps in Quality planning?

According to Juran the steps included in Quality planning are:
1. Establish quality goals.
2. Identify customers.
3. Discover customer needs.
4. Develop product features.
5. Develop process features.
6. Establish process controls, transfer to operations.
5. Define Quality cost.

Quality cost is defined as those costs associated with the non achievement of product or service
quality as defined by the requirements established by the organization and its contracts with
customers and society. Simply stated quality cost is the cost of poor products or services. Quality
cost is equated with the cost of attaining quality, it is also equated with the extra cost incurred due to
poor quality.
6. What are the types of quality cost?

Various types of costs associated with Quality are
 Prevention cost
 Appraisal cost
 Internal Failure cost and
 External Failure cost
7. What is total quality cost?

Total Quality cost is the summation of all Quality cost
Total Quality cost = [Prevention cost +Appraisal cost +Internal
failure cost +External failure cost]
8. Define activity based costing.

Activity based costing can be defined as a cost calculated based on the activities involved in the
manufacturing process
9. What is trend analysis?.

Trend analysis of quality cost shows the changes in cost over time period or change in cost that may
occur in future. Time to time comparison of changes in quality cost over time period can be
analyzed using trend analysis method.
10.Define Pareto analysis?

Pareto chart was developed by an Italian economist namely Vilfrado pareto. The pareto chart is a
specialized version of a histogram that rank the categories in the chart from most frequent to least
frequent. This chart is used to display the pareto principle in action, arranging data so that a few
vital factors are causing most of the quality problems. This chart is used to analyze the defects that
occur frequently.It is based on the 80-20 rule according to which 80% of the problems are caused by
20% of the components and 20% of the problems are caused by 80% of the components.
11. Define TQM?

TQM is a management philosophy which seeks to integrate all organizational functions (marketing,
finance, design, engineering, and production, customer service …) to focus on meeting customer
needs and organizational objectives. It views organizations as a collection of processes. It maintains
that organizations must strive to continuously improve these processes by incorporating the
knowledge and experiences of workers.
The Simple Objective of TQM
“Do the right things, right
the first time, every time.”
Some Basic Tenets of TQM
1. The customer determines quality.
2. Improving quality requires the establishment of effective quality metrics. We must speak with
data not just opinions.
3. People working within systems create quality.
4. Quality is a moving target. It requires a commitment toward sustained continuous improvement.
5. Prevention not detection is the key to producing high quality. We must design quality into
products and reduce variability.
6. Top Management must provide leadership and support for all quality initiatives.
12. What are the Points in Deming’s Philosophy?
1. Create constancy of purpose for improvement of products and service.
2. Adopt a new philosophy: we are in a new economic age.
3. Cease dependence upon inspection as a way to achieve quality.
4. End the practice of awarding business based on price tag.
5. Constantly improve the process of planning, production, and service- this system includes people.
6. Institute training on the job.
7. Institute improved supervision (leadership)
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans/targets asking for increased productivity without providing methods
11. Eliminate numerical quotas.
12. Remove barriers that stand between workers and their pride of workmanship.
13. Institute programs for education and retraining.
14. Put all emphasis in the company to work to accomplish the transformation.
13. Define Vision Statement?

A vision is a guiding image of success formed in terms of a contribution to society. If a strategic
plan is the "blueprint" for an organization's work, then the vision is the "artist's rendering" of the
achievement of that plan. It is a description in words that conjures up a similar picture for each
member of the group of the destination of the group's work together.
A vision statement outlines what a company wants to be. It focuses on tomorrow; it is inspirational;
it provides clear decision-making criteria; and it is timeless.
14. Define Mission Statement?

 A mission statement outlines what the company is now. It focuses on today; it identifies the
customer(s); it identifies the critical process(es); and it states the level of performance. It has
been said that a vision is something to be pursued, while a mission is something to be
accomplished.
15. Define Quality Policy?

The overall intentions and direction of an organization regarding quality, as formally expressed by
top management.
1. Recognize that top management and all organizational units are fully committed to quality.
Quality is everyone’s responsibility and our future is dependent upon maintaining a position
of quality leadership, focused on Customer Satisfaction.
2. Define quality as the elimination of variation through an increase in process capability and
reduction in cycle time.
3. Adopt the defect prevention approach to quality rather than defect detection.
4. Establish a cooperative environment for teamwork and mutual problem solving among all
employees.
5. Make incremental, sustained improvements in quality and productivity through ongoing
training and application in statistical techniques.
6. Involve suppliers and customers in process and unit cost optimization.
16. What is strategic planning ?

Strategic planning is known as long – term planning. Goals are needed for long term
planning. Objectives are needed for short – term planning.
The basic steps of strategic planning are.

1. Customer needs 2. Customer positioning 3.Predict the future 4. Gap Analysis 5 . Closing the
gaps 6.Alignment of strategic planning 7. Implementation.
17. What are the barriers to TQM ?

The main barriers to TQM are as follows :
i. Lack of understanding of the TQM concept
ii. Absence of visible support from senior & Top management
iii. Fear of change
iv. Poor internal communication
v. Heavy work loads
vi. Nature of organization
vii. Lack of adequate education & training
viii. Limited resources
ix. Irregularity of the meetings
x. Delay in implementation of the recommendation
xi. Difficulties in evaluation
18. What is the role of senior management ?
The major role of senior management is as follows:
1. MBWA (mgmt by wandering around)
2. Strategy of problem solving and decision making
3. Strong information base
4. Recognition and reward system
5. Spending most of the time on quality
6. Communication
7. Identity and encourage potential employee
8. Accept the responsibility
9. To play a role mode
10. Remove road block
19. What is quality council ?

A quality council is a group of top level managers established to build quality into the culture. It
develops the quality strategy and guide and support their implementations. The quality council is
composed of senior managers of the functional areas eg: design, marketing, finance, production and
quality and a coordinator or consultant and a union representative
20. What are the six basic concepts of T.Q.M ?

The six basic concepts of T.Q.M are
a. A committed and involved management
b. Focus an customer
c. Effective involvement and utilization of the entire work force
d. Continuous improvement
e. Treating supplier as partners &
f. Performance measure
PART B
1. Explain the various dimensions of quality with examples.

Depending upon the needs of the customers any product has to be supplied by the manufacturer.
However the product should have certain characteristics and features. Customers only determine
ultimately whether the product has been of expected quality. Various dimensions of quality that the
customers do look for in a product, in order to satisfy their needs, only decide the characteristics of a
product. For a manufactured product the dimensions of Quality are as following:
1. Performance – Primary product characteristics such as the brightness of the picture.

This is the deciding driving force deciding the operating characteristics.
2. Features – Secondary characteristics, added features, such as remote control. Though this
attribute is a secondary characteristic, it necessarily supplements the basic functioning of the
product.
3. Conformance – Meeting specifications or industry standards. How far the products physical and
performance characteristic match with the set standards is called conformity.
4. Reliability – Consistency of performance over time, average time for the unit to fail. Under
prescribed conditions of use of the product the probability of surviving over a specified period is
termed as reliability of that product.
5. Durability – Useful life includes repair. The quantum of use a customer gets from a product
before it wears out beyond further use or when a replacement is essential is called durability.
6. Service – Resolution of problems and complaints, ease of repair. The possibility to repair a
product quickly and with ease is serviceability.
7. Response – Human to human interface, such as the courtesy of the dealer. It refers to the degree
they react and act quickly to resolve the problems.
8. Aesthetics – Sensory characteristics such as exterior finish. It is the manner in which a product
looks feels, tastes or smells.
9. Reputation – Past performance and other intangibles, such as being ranked first.
The dimensions of quality in respect of a service are as follows:
Time – This is the duration up to which a customer is made to wait.

Timeliness – It refers to whether the promise can be kept or whether the service can be performed as
promised.
Completeness – It refers to whether all the items given by the customer is included.
Courtesy – Whether the front office sales people greet each customer cheerfully and politely.
Consistency – Whether the services are delivered in the same manner for every customer and every
time for the same customer.
Accessibility and convenience – Whether the service is easy to get ?or must the customer influence
the service provider to get the required service.
Accuracy – This is with regard to whether the service is done correctly even in the first instance.
Responsiveness – Whether the service person reacts and cat quickly to resolve problems
2. Explain Quality Planning.
 Quality planning is one of the foremost function of the members in the organization to
achieve the quality objectives.
 Quality planning is nothing but forecasting the future activities related to quality.
 The whole organization should be involved in the implementation of Quality planning.
 Quality planning acts as a road map for the members in the organization to achieve the
quality goal.
 The Quality planning organizes the activities as a team from the beginning of the project.
Thus the manufacturing department works simultaneously with design and Engineering department
before finalizing the detailed specifications.
 Various steps in Quality planning are
i) Establishing Quality goals

ii) Identifying the customers
iii) Discovering the customer needs
iv) Developing the product features
v) Developing the process features
vi) Establishing the process control and transferring in to operations.
Functions of Quality planning
Different functions of Quality planning are
i) Preparation, issue and updating of guidelines in quality assurance.

ii) Preparation of updated detailed inspection instructions including check lists and formats
for all stages of material, component and assembly of product
iii) Planning for requirement of Inspection equipments. It involves
a. Assessing the requirements of various measuring equipments, Gauges etc along with
desired accuracy.
b. Designing special equipments, gauges etc.
iv) Developing sampling schemes (Sampling plans ) to evaluate the
quality of products.
v) Developing quality surveillance (Quality supervision) procedures for manufacturing.
vi) Developing a scheme of periodic calibration to check the accuracy of gauges and
measuring instruments.
vii) Collaboration with the product design group to review the product design.
viii) Collaboration with technology or process group for assessing technology and process
capabilities.
ix) Collaborating with suppliers or vendors for assessing their capability.

x) To develop schemes for quality audits.
3. Explain the quality cost in detail?

Quality costs are the costs associated with preventing, finding, and correcting defective work. These
costs are huge, running at 20% - 40% of sales. Many of these costs can be significantly reduced or
completely avoided. One of the key functions of a Quality Engineer is the reduction of the total cost
of quality associated with a product.
Prevention Costs: Costs of activities that are specifically designed to prevent poor quality. Examples
of "poor quality" include coding errors, design errors, mistakes in the user manuals, as well as badly
documented or unmentionably complex code.
Appraisal Costs: Costs of activities designed to find quality problems, such as code inspections and
any type of testing.
Failure Costs: Costs that result from poor quality, such as the cost of fixing bugs and the cost of
dealing with customer complaints.
Internal Failure Costs: Failure costs that arise before your company supplies its product to the
customer.
External Failure Costs: Failure costs that arise after your company supplies the product to the
customer, such as customer service costs, or the cost of patching a released product and distributing
the patch.
Total Cost of Quality: The sum of costs: Prevention + Appraisal + Internal Failure + External
Failure.
The cost of quality, or total quality cost, is defined as the sum of resources spent on prevention plus
resources spent on appraisal plus the expenditures and economic impact of failures. The objective of
Total Quality Cost is to achieve measurable improvement in materiel quality and quality cost
reduction on a systematic basis. The purpose of the Total Quality Cost Model is to
 Provide quality cost information to enable informed, effective decision-making related to

cost of quality
 Identify failure costs to facilitate appropriate corrective action
 Identify appraisal and prevention targets for improvement
 Enable results tracking
 Identify relationships between improvement actions and results to enable “what if” analysis
4. Explain the quality cost model :

Quality cost model are defined as the costs associated with to non achievement of product or
service quality. The valve of the quality should be based on its ability to contribute to profits. Even
though a successful TQM program can provide organizational benefit ,its real value will ultimately
be determined by its ability to contribute to profit. The top mgmt always wishes to have tangible
proof, in terms of profit improvement, for continuing all the efforts and providing the resources to
continue quality improvement programmers.
The quality casts are a measure of all costs associated with achievements of product quality.
Quality costs are used by the mgmt in its pursuit of quality improvement, customer satisfaction,
market share and profit enhancements.
The major classification of quality costs are divided into 4 parts. They are:
a. Preventive costs is used to keep failure and appraisal costs minimum .
The preventive cost is also known as : The cost of building acceptable quality
The elements of preventive costs are :
1. New product design and development cost
2. Quality planning cost
3. Process control costs
4. Vendor development cost

5. Administrative cost
6. Quality audit costs
7. TQM training cost
b. Appraisal cost give the degree of conformance to quality requirements.These costs

are incurred to measure, inspect, test and audit products and performance to determine conformance
with acceptable quality levels, standards of performance and specification. These include evaluating
products, components and purchased materials. It includes performance of employees, performance
of equipments and machines receiving field tests, laboratory test, quality audit, life testing, quality
data processing, failure testing and random time sampling for appraisal.
c. Internal failure costs : There costs are incurred due to the defects in the product
before its shipment to a customer there include :c1: scrap costs c2 . Rework costs c3 down grading
cost c4 . Down time costs.
d.External failure costs : These costs represent all costs incurred on defective products after it is
delivered to a customer. These costs will disappear if there is no defect.
The external failure costs include the
1. customer complaint adjustment cost
2. Cost of defective products returned by the customer.
3. Warranty charges
4. Allowance
5.The cost incurred to correct defects according to the required specifications
6. The liability costs and penalty costs.
5. Explain the Evolution of TQM?

The concept of quality has existed for many years, though its meaning has changed and evolved
over time. In the early twentieth century, quality management meant inspecting products to ensure
that they met specifications. In the 1940s, during World War II, quality became more statistical in
nature. Statistical sampling techniques were used to evaluate quality, and quality control charts were
used to monitor the production process. In the 1960s, with the help of so-called “quality gurus,” the
concept took on a broader meaning. Quality began to be viewed as something that encompassed the
entire organization, not only the production process. Since all functions were responsible for
product quality and all shared the costs of poor quality, quality was seen as a concept that affected
the entire organization.
The meaning of quality for businesses changed dramatically in the late 1970s. Before then quality
was still viewed as something that needed to be inspected and corrected. However, in the 1970s and
1980s many U.S. industries lost market share to foreign competition. In the auto industry,
manufacturers such as Toyota and Honda became major players. In the consumer goods market,
companies such as Toshiba and Sony led the way. These foreign competitors were producing lower-
priced products with considerably higher quality.
To survive, companies had to make major changes in their quality programs. Many hired
consultants and instituted quality training programs for their employees. A new concept of quality
was emerging. One result is that quality began to have a strategic meaning. Today, successful
companies understand that quality provides a competitive advantage. They put the customer first
and define quality as meeting or exceeding customer expectations.
Since the
1970s,
competition
based on
quality has
grown in
importance and
has generated
tremendous
interest, concern, and enthusiasm. Companies in every line of business are focusing on improving
quality in order to be more competitive. In many industries quality excellence has become a
standard for doing business. Companies that do not meet this standard simply will not survive. The
importance of quality is demonstrated by national quality awards and quality certifications that are
coveted by businesses.
The term used for today’s new concept of quality is total quality management or TQM. The figure
represents the line of the old and new concepts of quality. The old concept is reactive, designed to
correct quality problems after they occur. The new concept is proactive, designed to build quality
into the product and process design.
6. Explain the Deming’s Philosophy?

DEMINGS 14 POINTS
1. Create constancy of purpose for improvement of products and service.
2. Adopt a new philosophy: we are in a new economic age.
3. Cease dependence upon inspection as a way to achieve quality.
4. End the practice of awarding business based on price tag.
5. Constantly improve the process of planning, production, and service- this system includes people.
6. Institute training on the job.
7. Institute improved supervision (leadership)
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans/targets asking for increased productivity without providing methods
11. Eliminate numerical quotas.
12. Remove barriers that stand between workers and their pride of workmanship.
13. Institute programs for education and retraining.
14. Put all emphasis in the company to work to accomplish the transformation.
The 14 points are obviously the responsibilities of top management. No one else can carry them out.
Quality is everybody's job, but quality must be led by management. The 14 points apply anywhere,
to small organizations as well as to large ones. The management of a service industry has the same
obligations and the same problems as management in manufacturing.
I. Create constancy of purpose toward improvement of product and service, with a plan to become
competitive and to stay in business. Decide whom top management is responsible to.
2. Adopt the new philosophy. We are in a new economic age. We can no longer live with commonly
accepted levels of delays, mistakes, defective materials, and defective workmanship.
3. Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built
in, to eliminate need for inspection on a mass basis. Purchasing managers have a new job, and must
learn it.
4. End the practice of awarding business on the basis of price tag. Instead, depend on meaningful
measures of quality, along with price. Eliminate suppliers that can not qualify with statistical
evidence of quality.
5. Find problems. It is management's job to work continually on the system (design, incoming
materials, composition of material, maintenance, improvement of machine, training, supervision,
retraining).
6. Institute modern methods of training on the job.
7: Institute modern methods of supervision of production workers. The responsibility of foremen

must be changed from sheer numbers to quality. Improvement of quality will automatically improve
productivity. Management must prepare to take immediate action on reports from foremen
concerning barriers such as inherited defects, machines not maintained, poor tools, fuzzy
operational definitions.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must
work as a team, to foresee problems of production that may encounter with various materials end
specifications.
10. Eliminate numerical goals, posters, and slogans for the work force, asking for new levels of
productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his right to pride of workmanship.
13. Institute a vigorous program of education and retraining.
14. Create a structure in top management that will push every day on the above 13 points
7. Explain the ``Barriers to TQM?

BARRIER TO TQM:
1. Lack of management commitment
2. Inadequate knowledge or understanding of TQM
3. Inability to change organizational culture
4. Improper planning
5. Lack of continuous training and education
6. Inability to build a learning organization that provides for continuous improvement
7. Incompatible organizational structure and isolated individuals and departments
8. Insufficient resources
9. Inappropriate reward system
10. Use of a prepackaged program or inappropriately adapting TQM to the organization
11. Ineffective measurement techniques and lack of access to data and results
12. Short-term focus or using a Band-Aid solution
13. Paying inadequate attention to internal and external customers
14. Inappropriate conditions for implementing TQM

15. Inadequate use of empowerment and teamwork
Lack of management commitment
All types of organizations, including schools, manufacturing companies, health care organizations,
and public organizations, experience low employee participation and interest in their TQM
programs when management commitment is missing at any level. Missing or even minimal support
from the chief executive officer and administrators can hinder TQM’s successful implementation.
For example, TQM will not succeed if upper management is only motivated by outside pressures,
such as needing to please the board of directors or meet an accrediting agency’s standards. If
employees see discrepancies in what management says and what it actually does, they will lose
interest and faith in TQM. For successful implementation, the administrative team must have a
clearly communicated purpose for adopting TQM, be consistent in its application of TQM
principles, and not treat it as the latest management fad.
Inability to change organizational culture
Many have found that changing a company’s culture to reflect TQM is difficult and require a lot of
time; W. Edwards Deming has stated that it takes three to five years to fully implement TQM into
an organization. First, the fear of change must be removed from the organization, poor labor-
management relations must be resolved, and the company’s focus must change from the status quo.
Unfortunately, in the United States, organizations are impatient and often focus on the quick fix
Improper planning
Another barrier is created by a lack of clarity in the implementation plan and the failure to promote
open dialogue among the participants. Many implementation problems can be overcome with proper
planning. Three components of a successful TQM plan are:
• Obtaining company wide commitment
• Communicating company vision, mission, and goals
• Providing open communication about the company’s new focus
The board of directors or other controlling group must be involved from the beginning. A time
frame, such as a Gantt chart, should be developed and posted in public areas so that everyone
remains focused on TQM. The plan should remain flexible, however, so that adjustments and
improvements can be made as the culture evolves.
Lack of continuous training and education
Training and education is an ongoing process that facilitates continuous quality improvement in any
organization. Leaders involved in the TQM implementation should identify the educational needs of
the organization and be creative in meeting those needs efficiently and cost-effectively. Training
and education should be both formal and informal. One health care organization, for example, used
a leading consulting group to train its vice presidents to be trainers for the rest of the organization.
This approach demonstrates management’s commitment to TQM and ensures the principles are
consistently taught to all employees. The vice presidents also continually learn the principles as they
teach them. Informal training could include circulating articles on TQM or displaying information
about TQM on company bulletin boards.
Incompatible organizational structure and isolated individuals and departments
Autocratic organizational structure and management policies can lead to TQM implementation
problems. If organizational structure is a problem, part of the planning process should be
restructured with a defined purpose and explicit expected outcomes. When TQM principles are
used, the isolation of individuals and departments will dissolve over time. Teamwork is an essential
part of the TQM environment, and some success has been realized by managers who used TQM
principles to resolve some of the most longstanding turf battles that prevailed in their organizations.
Tools such as brainstorming, fishbone diagrams, and workflow diagrams can be successful in
identifying the discrepancies and misinterpretations that are often the root cause of such feuds.
Ineffective measurement techniques and lack of access to data and results
Having no measurement process or ineffective measurement techniques, failing to maintain accurate
and reliable data.
Paying inadequate attention to internal and external customers
Organizations must pay attention to both their internal and external customers so that they can
understand the needs and expectations of both types of customers from both perspectives. Too
often, managers assume they know what customers need and expect, which results in misdirected
efforts and investments. An astute organization makes a high priority of understanding all
customers’ changing needs and expectations.
Inadequate use of empowerment and teamwork
Complacency in teams will inhibit TQM progress. Ineffective teams that fail to stay focused or
complete their tasks are a big expense to organizations. To be effective, teams need trained
facilitators, a mission or purpose, a time frame for completing projects, members who represent the
functional areas of the process to be improved, and accountability. The mission of the team must not
be overwhelming; some tasks might need to be broken down into manageable phases so this is not
the case. Whenever possible, teams’ recommendations and solutions should be implemented; this
sends a powerful, positive message to employees about the importance of empowerment and
teamwork.
Avoid TQM barriers by understanding them
While these barriers occur to varying degrees and with varying frequency, there is little doubt that
they exist in every organization. Management must understand that they do exist and should not
only deal with them in the implementation process but plan for them as well. The list of barriers
can be used in the planning or early implementation phases of TQM to increase awareness and
understanding of the principles. It can be used by organizations that have been involved in TQM for
some time to evaluate progress and to improve existing systems. Awareness of these barriers should
be emphasized when training organizations in TQM concepts and methods. If these potential
problems are understood and prepared for, plans can be made to counter them. Any organization can
benefit from a better understanding and knowledge of TQM.
8. Explain the LEADERSHIP: and its concepts?

Leadership is “WE” not “ME”
Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader. Good leaders develop through a never-ending process of self-study, education, training, and
experience. This guide will help you through that process. To inspire your people into higher levels
of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but
are acquired through continual work and study. The best leaders are continually working and
studying to improve their leadership skills. Before we get started, lets define leadership. Leadership
is a complex process by which a person influences others to accomplish a mission, task, or objective
and directs the organization in a way that makes it more cohesive and coherent. A person carries out
this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and
skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to
accomplish certain tasks and objectives in the organization, this power does not make you a
leader...it simply makes you the boss. Leadership makes people want to achieve high goals and
objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Factors of leadership
The four major factors of leadership are the:
Follower - Different people require different styles of leadership. For example, a new hire requires
more supervision than an experienced employee. A person with a poor attitude requires a different
approach than one with a high degree of motivation. You must know your people! The fundamental
starting point is having a good understanding of human nature: needs, emotions, and motivation.
You must know your employees' be, know, and do attributes.
Leader - You must have a honest understanding of who you are, what you know, and what you can
do. Also, note that it is the followers, not the leader who determines if a leader is successful. If a
follower does not trust or lacks confidence in her leader, then she will be uninspired. To be
successful you have to convince your followers, not yourself or your superiors, that you are worthy
of being followed.
Communication - You lead through two-way communication. Much of it is nonverbal. For
instance, when you "set the example," that communicates to your people that you would not ask
them to perform anything that you would not be willing to do. What and how you communicate
either builds or harms the relationship between you and your employees
Situation - All situations are different. What you do in one leadership situation will not always work
in another situation. You must use your judgment to decide the best course of action and the
leadership style needed for each situation. For example, you may need to confront a employee for
inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then
the results may prove ineffective.
Habits of Leadership:
Habit 1 Be Proactive: Principles of Personal Vision
Habit 2 Begin with the End in Mind: Principles of Personal Leadership
Habit 3 Put First Things First: Principles of Personal Management
Habit 4 Think Win/Win: Principles of Interpersonal Leadership
Habit 5 Seek First to Understand, Then to be Understood
Habit 6 Synergize Principles of Creative Communication
Habit 7 Sharpen the Saw: Principles of Balanced Self-Renewal
UNIT II
1.What is customer satisfaction?
Customer satisfaction is one of the major purposes of a quality management system. It

is more of a feeling or attitude. Customer satisfaction is subjective and hard to measure. It is
the degree to which the customer’s experience of a service or product matches his or her
expectations.
2.What are the factors influencing customer satisfaction?
The factors influencing customer satisfaction are:

Performance
Features
Service
Warranty
Price
Reputation
3.What is meant by performance?
Performance involves fitness for use which is a phrase that indicates that a product and
or service is ready for the use of customers at the time of sale. Other considerations are:
Availability- which is the probability that a product will operate when needed.
Reliability, which is freedom from failure over time.
Maintainability, which is the ease of keeping the product operational..
4.What is meant by features?
Features or attributes of a product or service are psychological , time oriented,

contractual, ethical and technological. Features are secondary characteristics of a product or
service. For example the primary function of an automobile is transportation, whereas a car
stereo system is a feature of an automobile.
5.What is meant by service?
An emphasis on customer service is emerging as a method for organization to give the

customer the added value. Customer service is an intangible- it is made up of many small
things, all geared to changing the customer’s perception .Intangible characteristics are those
that are not quantifiable, yet contribute greatly to customer satisfaction. Providing excellent
customer service is different from and more difficult than achieving product excellence.
6.How can the customer complaints be handled?
 Investigate customers experience by actively soliciting feedback, both positive and

negative and then acting on it promptly.
 Develop procedures for complaint resolution that empowering front line personnel.
 Analyse complaints , but understand that complaints do not always fit into neat
categories.
 Work to identify process and material variations and then eliminate the root cause
.”More inspection is not corrective action”.
 When a survey response is received , a senior manager should contact the customer
and strive to resolve the concern.
 Establish customer satisfaction measures and constantly monitor them.
 Communicate complaint information as well as the results of all investigations and

solutions to all people in the organization.
 Provide a monthly complaint report to the quality council for their evaluation and if
needed the assignment of process improvement teams.
 Identify customers expectations beforehand rather than afterward through complaint

analysis.
7.What are the elements of customer service?
Organization
Customer care
Communication
Front line people
Leadership
8.What are the consumer code of ethics?
The customer code of ethics is a code which the employee is expected to sign. It is:
Keep promises to the customer.
Return the call to the customer as quickly as possible.
Extend assistance to the customers as needed. There should not be any let up.
Treat the customers with respect.
Evaluate the customer satisfaction on a regular basis.
Deliver service and product quickly and efficiently.
Give personal attention to every customer.
Maintain a neat and acceptable environment in the work place as well as office.
Treat every customer just as we would want to be treated ourselves.
9.What is meant by customer retention?
Customer retention is the most difficult job an organization is to undertake. Any

organization can not dispense with this, because it is the root of business improvement.
Customer retention is more powerful and effective than customer satisfaction. Customer
satisfaction surveys , interviews with customers and quick redressal of their grievance
must be undertaken as important activities by any organization. In fact customer retention
is the connection between customer satisfaction and the so called bottom line..
10.How is employee retention related to customer retention?
The employee retention has a significant impact on customer retention. The

organization should continuously improve the methods of obtaining information relating to
consumer needs and expectations. Continuous improvement and customer satisfaction
always go hand in hand.Globally acclaimed competitors always tend to continually fine
tune their operations to achieve additional improvements. Once maximization of customer
satisfaction is successfully done, automatically the customer retention follows.
11.What is meant by motivation?
Motivation is the creation of the desire to do something. Knowledge of motivation

helps to understand the utilization of employee involvement to achieve process
improvement.
12.What are the different levels in motivation?
Abraham Maslow stated the motivation could be explained in terms of needs and that
there are five levels:
Level 1- survival
Level 2 – security
Level 3 – social
Level 4 – esteem
Level 5 – self actualization
13.What is meant by employee survey?
Employee survey helps to assess the current state of employee relations, identify
trends, measure the effectiveness of program implementation, increased communication
effectiveness. Survey includes personality characteristics like anxiety , self esteem in the
organization and the ability to participate in the organization: management styles like
consideration of subordinates and commitment to quality , job attitudes like job
satisfaction, social support at work and co workers commitment to quality and the work
like various task, autonomy and importance.
14.What is meant by employee empowerment?
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.
15.Define team and team work.
Team is defined as a group of people working together to achieve a common objective

or goals. Teamwork is the cumulative action of the team during which each member of
the team subordinates his individual interest and opinions to fulfill the objectives or goals
of the group..
16.What are the various types of teams?
Process improvement team
Cross functional team
Natural work team
Self directed or self managed team.
17.What are the characteristics of successful teams?
1.Sponsor
2.Team charter
3.Team composition
4.Training
5.Ground rules
6.Clear objectives
7.accountability
8.Well defined decision procedures
9.Resources
10.Trust
11.Effective problem solving
12.Open communication
13.Appropriate leadership
14.Balanced participation
15.Cohesiveness
18.What is meant by recognition and reward?
Recognition is a form of employee motivation in which the organization openly

acknowledges the positive contribution an individual or team has made to the success of
the organization. It may be either in oral or writing praising the deserving employee by
presenting certificates or members .they may also be rewarded by cash awards. Reward is
something tangible such as cash award to promote desirable behaviour. Reward can be
delayed but recognition cannot be delayed & should be on a timely basis.
19. What is the need for performance appraisal?
The purpose of performance appraisal is to let the employees know how they are
doing & provide a basis for promotion & salary increase, counseling and other purposes
relating the employees future. Employees should be aware of the process of appraisal. The
parameters of evaluation should be known to the employees. The appraisal should point
out the employees strength & weakness.
20. What are the benefits of employee involvement .
1. Employees make better decision using their expert knowledge of the

process.
2. Employees are more likely to implement & support decisions they had a
part in making.
3. Employees are better able to spot & pinpoint areas for improvement
4. Employees are better able to take immediate corrective action.
5. Employee involvement reduces labor / management friction by encouraging
more effective communication & co-operation.
6. Employee involvement increases the morale by creating a feeling of
belonging to the organization.
7. Employees are better able to accept change because they control the work
environment.
8. Employees have an increased commitment to unit goals because they are
involved.
21. Define the terms internal & external customer.
An external customer can be defined in many ways such as the one who uses the
product or service, the one who purchases the product or service, or the one who
influences the sale of the product or service. An external customer exists outside the
organization & falls into three categories – current , prospective & lost customers. An
internal customer is very important every function whether it is engineering order
processing or production has an internal customer- each receives a product or service
and in exchange provides a product or service. Every person in a process is
considered as customer of the preceeding operation.
22.How should be the frontline employees of an organization?
The customers should not be dealt by the front line employees who do not
possess adequate experience in handling the customers.The organization should try to
:
1.Hire the best

2.Develop the best employees as the best ones.
3.Motivate the professionals to stay and excel.
The frontline employees should possess a good personality .The organization

should also understand that if its employees are not happy , they will not treat the
customers properly.The tendency of the customer is that he gets frustrated even on
small things.He get infuriated if he is not given the due attention.It can not be denied
that the front line employees are able to gather a lot of information on customers
23.Narrate the steps to achieve employee satisfaction.
Know thyself
Know your employees
Establish a positive attitude
Share the goals
Monitor progress
Develop interesting work like job rotation , job enlargement and job
enrichment.
Communicate effectively
Celebrate the success.
24.What is meant by Quality circle?
QC are the group of people from one work unit who voluntarily meet together
on a regular basis to identify , analyse and solve problems relating to quality and other
problems problems in other areas.They choose their own problems , discuss among
themselves and try to arrive at a viable solution for implementation.These quality
circles are quite successful in Japan, though success of equal magnitude has not been
able to be achieved in other countries.
25. What is Continuous improvement?
Continuous improvement is derived from the Japanese term KAIZEN which means small but
continuous improvement.
26. What is Continuous process improvement?
Continuous process improvement is the heart of TQM Process. It consists of measuring key
quality parameters and take active steps to improve them. TQM demands structured
improvement programmes in all these areas of business administration, customer services,
product quality and so on. The main aim of continuous process improvement is to improve the
levels of customer satisfaction and reducing the cost of attaining this. The Organization should
strive to achieve perfection and quality by continuously improving the production process and
business.
27. What is Seire?
Seire is a Japanese word which means Organize.

It is about separating the things which are necessary for the Job from those that are
unnecessary and keeping the number of necessary things as low as possible and at a
convenient location. Differentiation should be made between necessary and unnecessary
things.
28. What is Seiton?
SEITON is a Japanese word which means to put things in order.

Things must be kept in order so that they are ready for use when needed. An American
Mechanical Engineer recalls that he used to spend so many hours for searching tools and parts,
when he worked in U.S.A. Only after he joined in a Japanese company, he saw how easily
workers were able to find what they needed and he realized the value of Seiton It is all about
neatness. Neatness is a study of efficiency. It is a question of how quickly one can get the
things needed and how quickly one can put them away. Things should be put back where they
belong.
29. What is Seiso?
SEISO is a Japanese word, which means Clean up.

Keep the workplace clean. Everyone in the organization from the managing director to the
sweeper should undertake this Job.
30. What is Seiketsu?
SEIKETSU is a Japanese word which means Standarardise.
Seiketsu means continually and repeatedly maintaining neatness and cleanliness in the
organization. It claims both personal cleanliness and the cleanliness of the environment. The
emphasis is on visual management, transparency in storage (put appropriate labels) and
standardization.
31. What is Shitsuke ?
Shitsuke is a Japanese word which means Discipline.

Discipline means instilling the ability of doing things the way they are supposed to be done.
Discipline is a process of repetition and practice. The emphasis in self-discipline is on creating
a work force with good habits.
32.What is 5 – S Practice?
5-S (JAPANESE 5-S PRACTICE) is the key for Total Quality Environment. The 5-S Practice
is a technique used to establish and maintain quality environment in an organization.
The 5-S Stands for five Japanese words.
1.Seire (Organize)
2.Seiton (Put things in order)
3.Seiso (Clean up)
4.Seiketsu (Standarardise)
5.Shitsuke (Discipline)
33.What is the logic behind 5-S Practice?
The logic behind the 5-S Practice is that organization, neatness, cleanliness, standardization
and discipline at the work place are the basic requirements for producing high quality products
and services, with high productivity and no wastage.
34. What is PDSA or Shewart Cycle?
The PDSA Cycle was first developed by Walter Shewart and then it was modified by Deming
as PDCA Cycle.. PDSA stands for PLAN, DO, STUDY and ACT. It’s a model used for
testing ideas that may create an improvement. It can be used to test ideas for improvement
quickly and easily based on existing ideas, research, feedback, theory audit etc or practical
ideas that have been proven to work elsewhere. It is a very effective improvement technique
and it uses simple measurements to monitor the effect of changes overtime. It encourages
starting with small changes, which can build in to larger improvements through successive
quick cycles of changes. The PDSA Cycle has been used for decades as an effective tool for
continuous improvement. This method is well established and validated and is particularly
suited for small and dynamic organizations.
35. Define a Process.
A process is a planned series of actions that advances a material or procedure from one stage
of completion to the next. Process includes the steps and decisions involved in the way work is
accomplished. Inputs to a process may be men, materials, money data etc. Output of the
process may be products, service, Information etc. The output of one process may be the input
to another process.
A simple example is the movement of raw material from one phase of production to the other.
Process refers to all business and product activities of an organization. Business processes are
purchasing, accounting, marketing, production, human resources etc.
36. Differentiate between Chronic and Sporadic Problems.
 Quality improvement activities are concerned with both sporadic and chronic
problems.
 The approaches for solving chronic problems differ from that for solving sporadic
problems
Sporadic Problems.
 Sporadic problems are quality problems that occur on all of a sudden due to several
reasons.
 Sporadic problems are attacked by the control sequence.
 Sporadic problems are dramatic and receive immediate attention.
 It is easy to identify and eradicate the sporadic problems. The causes for the sporadic
problems have to be analyzed and corrective measures have to be taken to eradicate
those problems completely.
Chronic problem
 A Chronic problem is a long standing problem and it is very difficult to find solution
for the problem.
 Chronic problems are not dramatic because they exist for a long time
 Chronic problems use the breakthrough sequence.
 Chronic problems are like chronic disease, which exist forever and it is often difficult
to solve.
 A continuous improvement can be achieved in Chronic problems by using statistical
quality control techniques.
37.What do you mean by “KAIZEN”?
Kaizen is a Japanese word, which means small but continuous improvement. It means ongoing
improvement involving everyone including managers and workers. The Kaizen philosophy
assumes that our way of life i.e. our professional life, social life or personnel life – deserves to
be constantly improved. In the Kaizen philosophy , improvement in all areas of business such
as cost, meeting delivery schedules, employee safety and skill development, supplier relations,
new product development or productivity all enhances the quality of the firm. Thus, any
activity directed towards improvements falls under Kaizen Umbrella.
Activities such as establishing traditional quality control systems , installing robotics and
advanced technology, instituting employee suggestion systems, maintaining equipment and
implementing JIT Production systems all leads to improvement (or) all can be reduced to one
word namely KAIZEN.
38. Explain the term “JIT”?
“JIT” is a Japanese technique, which means Just-in–time technique. The primary goal of JIT
is to achieve Zero inventory in an organization as well as throughout the entire supply chain.
“Just-in-time “ is not a jargon term for a new concept. It represents a goal. That goal is the
ultimate total elimination of inventory.
39. Explain Taguchi Quality loss function
Dr. Genichi Taguchi , a mechanical engineer who has own four deming awards has introduced
the Quality loss function concept, which combines cost, target and variation in one metric with
specifications being of secondary importance. Taghuchi has defined quality as the loss
imparted to society from the time a product is shipped. Societal losses include failure to meet
customer requirements, failure to meet ideal performance and harmful side effects.
40. What are the types of Quality problems ?
There are about five types of Quality problems. These problems can be classified in to
1. Compliance problem –These problems arise because the existing system is not
performing properly.
2. Unstructured problem - These problems arise because the existing system is not
3. Efficiency problem - These problems arise because the existing system is not
4. Process design problem – These problem arises because of poor process design.
5. Product design problem These problem arises because of poor product design.
41.Define Capability Index
Capability Index is the ratio of tolerance to the capability. There are two measures.
One indicates the ability of process to meet the specifications.
Another indicates the centering of the process on the target.
42.Define Partnering
Partnering is a relationship between two or more parties based upon trust, dedication to
common goals and objectives and understanding of each participants expectations and values.
43.What are the benefits of Partnering ?
The benefits of partnering are

 Improved Quality
 Increased efficiency
 Lower cost
 Increased opportunity for Innovation
 Continuous improvement in products and services.
44. What are the key elements for partnering Relationship?
The three key elements for partnering relationship are
1. Long term commitment
2. Trust
3. Shared Vision
45.What are the approaches to be followed for continuous process improvement?
The following are the different approaches towards continuous process improvement.
 Juran trilogy – Juran approach on quality improvement is from cost oriented
perspective.
 Shewarts Plan –Do – Study – Act (PDSA) Cycle
This approach is basically applying scientific methods for continuous improvement
and quality.
 5S for workplace organization to improve quality.
 KAIZEN – The Japanese approach to Quality improvement.
PART – B
1. Explain customer perception of quality.
One of the basic concepts of TQM is continuous process improvement.There is no

acceptable level of quality because the customers needs , values and expectations
are constantly changing and becoming more dependent. The following factors
influence customer perception:
Performance
Features
Service
Warranty
Price
Reputation
Performance
It involves fitness for use which is a phrase that indicates that a product and or service
is ready for the use of customers at the time of sale. Other considerations are:
Availability which is the probability that a product will operate when needed.
Reliability, which is freedom from failure over time.
Maintainability, which is the ease of keeping the product operational..
Features
Features or attributes of a product or service are psychological , time oriented,
contractual, ethical and technological. Features are secondary characteristics of a product or
service. For example the primary function of an automobile is transportation, whereas a car
stereo system is a feature of an automobile.
Service
An emphasis on customer service is emerging as a method for organization to give the
customer the added value. Customer service is an intangible- it is made up of many small
things, all geared to changing the customer’s perception .Intangible characteristics are those
that are not quantifiable, yet contribute greatly to customer satisfaction. Providing excellent
customer service is different from and more difficult than achieving product excellence.
Warranty
The product warranty represents an organization ‘s public promise of a quality
product backed up by a guarantee of customer satisfaction.. It also represents a public
commitment to guarantee a level of service sufficient to satisfy the customers. A warranty
forces the organization to focus on the customer ‘s definition of product and service quality. A
warranty generates feedback by providing information on the product or service quality. It
also forces the organization to develop a corrective action system. A warranty encourages
customers to buy a service by reducing the risk of the purchase decision and it generates more
sales from existing customers by enhancing loyalty.
Price
Customers are willing to pay higher price to obtain value. They evaluate the
organizations performance with that of the competitors to determine who provides the greatest
value. Ongoing efforts must be made by everyone having contact with customers to identify ,
verify and update each customers perception of value in relation to each product or service.
Reputation
Customers rate the organizations with the overall experience with them not just
the product. Good experience are repeated to six people and bad experience are repeated to 15
people, therefore it is very difficult to create a favourable impression.
2.Explain about service quality in various sectors.
Service quality in hospitals:
Seller :Doctors, hospitals, nursing homes etc.

Buyer :Patient
Acceptable service quality
1.Direct medical service such as diagonism, medicines surgery and treatment.

2.Indirect operations such as administration and purchasing.
3.Quality of performance related to food , housing, safety, and security.
Quality can be assessed through
1.Patient satisfaction survey

2.Hospital quality trend surveys
3.Patient quality service reports
4.Error rate survey.
Telecom service:
1.Availability
2.Connection establishment
3.Connection retention.
4.Connection quality
5.Billing integrity
.
Hotels: They have to be highly sensitive to personal desires , attitudes, wishes and tastes.
It depends upon
1.Appropriate reservation facility
2.provision of suitable room facility
3.Availability of food and bar services
4.Other services such as parking, transportation, gift shops,telephone service, laundry.
Restaurents:
Elements of quality are :

1.Accessibility, parking and surrounding.
2.Reception
3.Cleanliness and utensils
4.Safety measures
5.Dining room
6.Service
It requires
1.Understanding and giving the customer what he wants
2.Provide service without any delay.
3.Serve with good quality food
4.Listening politely to customer complaints.
Transportation:
1.Effectiveness in protection
2.Charges of transportation
3.Efficiency of packing
4.Efficiency of storage
5.Efficiency of delivery
3.List and explain the five levels in Maslows theory and relate it to customer satisfaction
A popular motivational theory was developed by Maslow.He stated that motivation

could be explained in terms of a hierarchy of needs and that there are five levels .these levels
are survival, security, social, esteem, and self actualization.
Level 1 –
It means food, clothing and shelter. These are usually provided by a job,in work place
needs at level 1 include proper lighting, heating/air conditioning, ventilation, phonic
communication system, data /voice access and computer information system.
Level 2
It means a safe place of work and job security .These are very important to
employees.it is really a motivating factor , if an organization takes interest in the well being of
its employees.Actually a threat of losing the job can not be a motivating factor to the
employees.It is not limited to job security alone.It includes having privacy in doing the job,
by having a cabin, a storeroom or cupboard to lock the personal items and adjustable
furniture.
Level 3
It is the need to belong.this is a must for human beings.The greatest punishment to an
employee is to keep him in isolation in an office environment.In such a situation he would
feel utmost despair and go to the extreme step of ending his life.Employees need to be
provided with formal social areas like canteens, conference rooms and informal areas like
water coolers , coffee vending machine or notice boards.
Level 4
It is pride and self worth.Everone wants to be recognized in the organization in which
he works.Business cards, office rooms furnished with needy furniture and creating a good
ambience definitely enhances the talent and definitely motivates him.It is quite interesting to
note that he longs for all these to satisfy his ego under the guise of self respect.Seeking advice
from the employees on matters of common interest will create and sustain a self esteem
feeling in employees.
Level 5
Deals with the ascent on the ladder to higher positions.Really intelligent and efficient
employees require to be promoted.Stagnation in the existing position for too long a period will
not make the employees sustain enthusiasm and any amount of coaxing can not considered as
motivating them.An interesting point at this juncture is worth notable.An employee is prone to
think that if his job security is endangered , why not reverting back to the previous level.
4.Describe Herzberg’s dissatisfiers and motivators.
Herzberg extended the general work of Maslow by using empirical research to develop his
theory on employee motivation. He found that people were motivated by recognition
responsibility , achievement, advancement and the work itself.These factors were labeled as
motivators.In addition he found that bad feelings were associated with low salary , minimal
fringes benefits poor working conditions , ill defined organizational policies and mediocre
technical supervision. These job related factors were labeled as dissatisfiers or hygiene factors
which implies that they are preventable..It is important to realize that dissatisfiers are often
extrinsic in nature and motivators are often instrinsic.the presence of the extrinsic conditions
does not necessarily motivate employees, however their absence results in dissatisfaction
among employees..Absence of motivating factors does not make employees dissatisfied but
when there are motivating factors present they do provide strong levels of motivation that
result in good job performance for the individual and the organization.In general dissatisfiers
must be taken care of before motivators are activated..Dissatisfiers are equivalent to Maslow’s
lower levels and the motivators are equivalent to the upper levels.
5.Explain the process of resolving customer complaints.
 Investigate customers experience by actively soliciting feedback, both positive and

negative and then acting on it promptly.
 Develop procedures for complaint resolution that empowering front line personnel.
 Analyse complaints , but understand that complaints do not always fit into neat
categories.
 Work to identify process and material variations and then eliminate the root cause
.”More inspection is not corrective action”.
 When a survey response is received , a senior manager should contact the customer
and strive to resolve the concern.
 Establish customer satisfaction measures and constantly monitor them.
 Communicate complaint information as well as the results of all investigations and
solutions to all people in the organization.
 Provide a monthly complaint report to the quality council for their evaluation and if
needed the assignment of process improvement teams.
 Identify customers expectations beforehand rather than afterward through complaint
analysis.
An organization should devote more attention to train the so called front line employees
to solve the complaints directly.Customers want their problems solved quickly, efficiently
and effectively.Hence the frontline employees should know how to handle the customers
.the attitude of the employee concerned is often belongs to the why should we care
category.In such circumstances the top management should see that such employees are
removed from the front office and assigned unimportant works with no direct dealing of
the customer.Nowadays customers are quite knowledgeable and they switch over to the
competitor once their self respect is harmed.
Any organization should understand that customer focus and listening skills are not
easily learnt. So training has become a management top priority.In fact the front line
employees should be recognized and rewarded for their skills in successful dealing with
the customers.Mangement should also give enough powers to the employee directly
dealing the customers to take the spot decisions to satisfy the irate customer if he is found
correct.The management should encourage the employees to take risk make decisions and
not be afraid of making a mistake..
It ahs been found that the better service at the point of sale, the fewer the complaints
and grater the sales volume.Disgruntled or dissatisfied employees are to be reckoned as
dead weights around the neck of the management.They are like dissatisfied
customers.Hence the management has to tackle the employee problem.The management
should consider necessary to evaluate the improvement in customer satisfaction.
6.Explain the elements of service quality.
Elements of service quality are:
1.Organization
Identify each market segment

Write down the requirement
Communicate the requirements
Organize the process
Organize the physical spaces.
2.Customer care
Meet the customers expectations

Get the customers point of view
Deliver what is promised.
Make the customer feel valued
Respond to all complaints
Overrespond to the customer

Provide a clean and comfortable customer reception area.
3.Communication
Optimize the tradeoff between time and personal attention

Minimize the number of contact points
Provide pleasant knowledgeable and enthusiastic employees
Write documents in customer friendly language.
4.Front line people
Hire people who like people

Challenge them to develop better methods
Give them the authority to solve the problem
Serve them as internal customers
Be sure they are adequately trained
Recognize and reward performance.
5.Leadership
Lead by example
Listen to the front line people.
Strive for continuous process improvement
7.How can the employee be empowered.
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.
The word empowerment is not to be confused with delegation or job
enrichment.Delegation is distribution and entrusting work to others.Employee
empowerment requires the individual to be held responsible for accomplishing a whole
task.Besides the employee by having been empowered becomes accountable for the
work.The following conditions are necessary for employee empowerment.
1.Everyone must understand the need for the change.

2.The system needs to change to create a new scenario.
3.The organization must enable its employees.
People fear change that is why the resist change.Change is always considered as
something impost on them without their full concern.The organization needs an effective
communication with their employees.They should be convinced that the change would
benefit them.Change in the system is a must to reinforce and motivate the individual and
group accompolishment.Enabling the employees means providing information,education
and skill.People want normally want to be more incharge of their jobs and carreers.Many
appreciate the value of trust and responsibility in an environment supporting people and
their actions.
8.Explain about the different types of teams in detail.
Team is defined as a group of people working together to achieve a common objective or goal.The various types of teams are:
i)process improvement team

ii)cross-functional team
iii)natural work team
iv)self-directed/self managed work team
i)process improvement team:

It represents each operation of the process or sub process.A team of about six to ten
members will come from the work team.The team is temporary in nature and it is
unbundled once the objective or goal is achieved
ii)Cross-functional team:
It comprises of about six to ten members representing different functional areas lide
engineering,marketing,accounting,production,quality and HR.It may also have a customer
and supplier.The life of this team is also temporary.
iii)Natural work team:

It is not voluntary.It is composed of all the members of the work unit.The manager
is part of the team and the projects to improved are selected by the management.
iv)self-directed/self managed work team:

The extension of natural work team without manager.There is team co-odinator who
acts as a liason with the senior management.The team meets daily to plan their
activities.The additionsl responsibilities are hiring dissmisal,performance
evaluation,customer relations,supplier relation,recognition and reward and training.
9.What are the characteristics of successful teams?
1.Sponsor- A sponsor is a member of the quality council thereby providing the

organizational support.
2.Team charter- It is a document that contain the team boundaries, background of the
problem, the teams authority and duties.It also identifies the members team, leader
timekeeper and facilitator.
3.Team composition- The size should rarely exceed ten people except in the case of
natural work team.Larger teams have the problem of conflict.
4.Training- members should be trained on problem solving techniques , team

dynamics, and communication skills.
5.Groung rules- They contain the rules and operation and conduct.There should be an
open discussion of what is tolerated and not.
6.Clear objectives- There should be clear objectives and goals.
7.Accountability- Periodic status reports should be given to the quality council.It

should find the teams weakness and strengths.
8.Welldefined decision procedures- Effective , acceptable and timely decisions have to

be made by the team.
9.Resources- Important aspect is the access to the information.The team cannot be

expected to perform without the necessary tools and techniques.
10.trust- management must trust them to perform the task effectively
11.Effective problem solving- Decisions are based on the problem solving method.
12.Open communication- Members actively listen , without interruption speak with
clarity and directness, ask questions and say what they mean.
13.Appropriate leadership- All teams need leadership whether imposed by the quality
council or whether someone emerges as a leader.
14.Balanced participation- all members must actively involve in the teams activities.
15.Cohesiveness- members should be comfortable working with each other as a single

unit.
10.Explain the role of team members
The team consist of a
1.Team leader:
Ensure smooth and effective operation of the team

Ensure that all the members participate
Serve as a contact point between the sponsor or the quality council
Implement the changes recommended by the team
Monitor the status and accomplishment of the members
Prepare the meeting agenda
Ensure that team decisions are made by consensus.
2.Facilitator is not a member of the team.He is a neutral assistant and may not be needed
with a mature team.His role:
Support the leader in facilitating the team during the initial stages.
Focus on how the decisions are made.
Intervenes when necessary to keep them on track.
Does not perform the activities of the team
Provides feedback on the team performance.
3.Recorder- He is rotated on a periodical basis.His role is:
Documents the main ideas of the discussion, the issues raised, decisions made, actions
and future agenda.
Presents the documents for the team review.
Participates a s a member
4.Time keeper:His role is:
Monitors the time

participates as a team member.
5.Team member
Contribute best, without reservation by actively participating.

Respects the peoples contributions
Listen carefully
Be enthusiastic
Works for consensus

Supports the decisions of the team
Trusts, supports and ahs genuine concern for other team members
Understands and is commited to the team
Respect and is tolerant of individual differences.
Encourages feedback on own behaviour
Acknowledges and works through conflict openly.
Gives honest and sincere appreciation
11.Explain the team problems and their solutions
There are many problems

1.Floundering- The team has trouble starting or ending or in between.Determine the cause
of the hold up and have each member write down the reasons and discuss in the next
meeting.
2.Overbearing participants-They have an unusual amount of influence in the team.They

have a particular expertise.They sometimes discourage discussions and discount the
members ideas.Reinforce the ground rules, ask for the persons cooperation, and enforce
the importance of the data and problem solving method.
3.Dominating participants- they like to hear themselves talk, and they dominate the
meeting.Solution is to structure discussion on the key issues for equal participation and
have the team agree on the need for balanced participation.
4.Reluctantparticipants- They feel shy or they are unsure o themselves they must be
encouraged to participate.
5.Unquestioned acceptance of the opinions as facts- Some members assert personal

beliefs with such confidence that other members think that as facts.Solution is to request
data and to follow the problem solving method.
6.Rush to accomplish- Team is being pushed by one or more members who are impatient
for results.Confront the rusher offline and explain the effects of impatience.
7.Attribution – It is guessing at a persons motives when w e disagree or don’t understand

their opinion.Solution is to find out the real meaning of the problem.
8.Discounts and plops- Arises when members fail to givecredit to anothers opinion or no
one responds to a statement that plops.Solution is to reinforce active listening, and
support the discounted member.
9.Wander lust- It happen when members lose track of the meetings purpose or want to
avoid a sensitive topic.Solution are to use agenda with time estimates and redirect the
conversation back to the agenda.
10.Feuding team member- they disrupt the entire team with their disagreement.solution
are to get the adversaries to discuss the issues offline , offer to facilitate the discussion and
encourage them to form some contract about their behaviour.
12.What are the stages of team development?
There are different stages in the life cycle of teams.Bruce tuckerman found that there
were four stages to team development.These stages are forming , storming, norming and
performing.
1.Forming- here the members become aware of the team boundaries.They are not familiar
with each other.They are cautious ad their communication is formal..Time is spent in
organizing and training.The leader charters the team .they should meet to evaluate the
problem posed by the management, determine the type of training team members may
need and identify the appropriate team leader.
2.Storming-The members start to realize the amount of work that lies ahead.Members
they resist working as a team.There is a real deal of conflict.Each individual particularly
from the cross functional team brings with them both hierarchial and functional baggage,
differenced in goals, , differences in perception as well as different work ethics sense of
time career family priorities, and attitudes towards authority. Team leader should handle
the conflict.
Ask each member to list what the other side should do.
Have the sides each to write ten questions for their opponents .This will allow them to
signal their major concern about the other sides position.The answers often lead to
compromise.
Convince the team members they sometimes have to admit they are wrong.
Respect the experts on the team
3.Norming- Here the members begin to work together.Emotional conflict is reduced as

cooperation cohesion and constructive criticism start to become the normal
behaviour.Significant process begins to occur.
4.Performing- They have settled their relations and expectations.They better understand
the project and begin performing by diagnosing and solving problems and choosing and
implementing changes.Members work to achieve their objectives effectively and
efficiently.
5.Adjourning- this stage is reserved to the temporary teams.They should evaluate the
performance and determine the results learned.They also need a celebration to recognize
the team members contribution to the organization..
13What are the barriers to team progress?
1.Insufficient training- They should be trained in problem solving techniques group

dynamics and communication skill.
2.Incompatible rewards and compensation- They make little effort to reward team
performance.Because of the strong focus on the individual reward it is difficult for
individuals to buy into the team concept.
3.First line supervisor resistance- They are reluctant to give up power and concerned
about job security
4.lack of planning – A lack of common direction or alignment on the use of collaborative

efforts , internal competition, redundancy and fragmented work processes all prevent
work teams.
5.lack of management support- It must provide the resources and buy into the quality
council/sponsor system.
6.Access to information system-They need information such as business performance ,

competitive performance, financial data and so on.
7.Lack of union support-They need union support for the team to be successful.
8.Project scope too large- The team and organization are not clear on what is reasonable
or management is abducting its responsibility to guide the team.
9.Project objectives are not significant- Management has not defined what role the team
will play in the organization.
10.No clear measure of successs-The team is not clear about its charter and goals.
11.No time to do improvement work – Value and beliefs of the organization are not
compatible with the team ‘s work.Individual departmental politics interfere with the
team’s progress.
12.Team is too large-The organization lack methods for involving people in ways other
than team membership.
13.Trapped in group think- team members all have a mindset that no actions are taken
until everyone agrees with every decision.
14.Explain about recognition and reward.
Recognition is a form of employee motivation in which the organization openly

acknowledges the positive contribution an individual or team has made to the successs of
the organization.Management can either orally or in writing praise the deserving
employee by presenting certificates or mementos.They may also be rwarded by cash
awards.Rewards and recognition go together and if the organization adopts this method, it
amounts to letting the deserving employees made known to outside world as valuable
assets.
In fact the recognition should be valid and genuine and also meaningful for the giver
and the recipient.Reward can be delayed; but recognition can not be delayed and should
be on a timely basis.People like to be recognized either individually or as a team .There
can be no parallel act like putting up the details on the notice board or in the in house
bulletins about the deserving employee.Sending letters to their families will bring
immediate joy to such employees.
An effective system has:
Serves as a continual reminder that the organization regards quality and productivity as
important.
Offers the organization a visible technique to thank high achievers for outstanding
performance.
Provides employees a specific goal to work.It motivates the employees to improve the
process.
Boosts the morale in the work environment by creating a healthy sense of competition
among individuals and teams seeking recognition
15.How can the performance appraisal be improved?
The very purpose of performance appraisal is to make the employees know hoe they
are functioning in the organization The employees should know the parameters for
measurement. There are seven steps for improvement for performance appraisal
1.Use rating scales having few rating measure
2.Require work team or group evaluations that are at least equal in emphasis to individual
focused evaluation
3.Require more frequent performance reviews
4.Promotion decision to be made by independent administrative process.
5.Include indexes of customer satisfaction in the appraisal process.
6.Use subordinate feedback as the index of customer satisfaction
7.Include evaluation for process improvement in addition to results.
16.Explain the steps involved in implementing the continuous process improvement.
CONTINOUS PROCESS IMPROVEMENT
The Organisation should strive to achieve perfection and quality by continuously improving
the production process and business. It is very difficult to attain the perfection Continuous
improvement is derived from the Japanese term KAIZEN which means small but continuous
improvement. Continuous process improvement is the heart of TQM Process .It consists of
measuring key quality parameters and take active steps to improve them. TQM demands
structured improvement programmes in all these areas of business administration, customer
services, product quality and so on.
The main aim of continuous process improvement is to improve the levels of customer
satisfaction and reducing the cost of attaining this.
The following line diagram shows the steps towards implementing continuous process
improvement.
Define current status

Define improvement objectives
Make team
Define the process
Assess the reasons for variability
Develop improvement plans
Take pilot runs
Requirement of Modification/Upgradation
Implement pilot process results
Measure Results
Implement fully
17What are the strategies to be followed to achieve continuous process improvement?
Continuous process improvement can bemade by the following strategies

 Anticipate the changing customer needs
 View all production activity or business activity as process
 Make all process effective, efficient and adaptable.
 Control in-process performance by using various TQM tools like control charts.
 Eliminate waste and rework wherever it occurs
 Eliminate those activities which do not add value to the product or service
 Eliminate non conformities in all phases of work.
 Innovate to achieve breakthrough
 Incorporate lessons learned for the future activities.
 Use technical tools such as statistical process control (SPC), experimental design,
benchmarking, Quality function deployment,(QFD) and so on to improve competive
advantage.
18.Explain various phases in ADDIE model of continuous process improvement
ADDIE or Systems Approach to Continuous Process Improvement
ADDIE or Analysis, Design, Development, Implement and Evaluate model has five
phases.
a) Analysis Phase :
In this phase the aim is to identify the areas of opportunity and to target specific problems.
These areas of opportunity and problems are identified based on brainstorming sessions,
Process definition sessions Recommendations forwarded to the team by organizational
members and various other analyzing techniques.
b) Design Phase
This Phase generates solutions through Brainstorming sessions. Here the required
resources are identified to implement the choosen solution and also the baselines to
measure the outcomes that are identified.
c) Development Phase
Here a detailed procedure for implementing the approved solution is formulated.
d) Implementation phase
Execute the approved solution
e) Evaluation Phase
In this phase, measurement tools are built; implementation is monitored and measurements
to baseline are evaluated. Evaluation is not only reserved for the last but is done
throughout the entire process.
19.Explain the Juran Trilogy
JURAN TRILOGY
Dr. Joseph Moses Juran’s major contribution to the world has been in the field of quality
management.
Dr.Joseph Juran was also called as father of Quality. He was a professor and Quality
consultant and conceptualized the Pareto principle where many Industries depends on it. The
American society for quality have proposed to rename the Pareto’s principle as Juran’s
Principle. Its universal application makes it one of the most useful concepts and tools of
modern day management.
Dr. Joseph Moses Juran has written many books on Quality. One of his book namely
“Standard reference work on Quality control” is one of the reference handbook used by quality
departments in most of the organizations.
This handbook on quality gives more useful information to improve the performance of the
organization by improving the quality of goods and services. One of his classic book namely
Managerial Breakthrough presents more general theory of quality management
The book Managerial Breakthrough is the first book to describe a step by step sequence for
breakthrough improvement. Today this process has evolved in to six sigma and it act as a
basis for quality initiatives world wide.
In 1979 Juran founded Juran Institute, an organization aimed at providing Research and
pragmatic solutions to enable organizations from any Industry to learn the tools and
techniques for managing Quality.
Juran describes Quality from the customer perspective as having two aspects.
Higher quality means greater number of features that meet customer needs.
The second aspect is that the product should be free from troubles.
The Juran Trilogy, published in 1986, was accepted world wide as the basis for quality
management.
The Juran Trilogy describes three basic components or processes required to manage quality
in the organization. They are
Quality Planning
Quality improvement
Quality Control
Quality Trilogy model was developed by Juran at Juran Institute. Quality Trilogy provides a
model of how an organization can improve from the bottom line by better understanding the
relationship between the processes that plan , control and improve quality.
Quality planning - The process for designing products , services and processes to meet new
breakthrough goals.
Steps involved in Quality planning are
Setting the goals
Identify the customers
Determine the needs of those customers
Translate those needs in to business language.
Develop a product that can respond to those needs.
Optimize the product features so as to meet the organizations needs and customer needs.
Quality Improvement
Develop a process to produce a product of good quality.
Optimize the process
Quality Control
Prove that the process can produce the products under operating conditions with minimum
inspection
Transfer the process in to operations.
20.Explain PDSA Cycle with a neat sketch
PDSA CYCLE
The PDSA Cycle was first developed by Walter shewart and then it was modified by deming
as PDCA Cycle. PDSA stands for PLAN, DO, STUDY and ACT. It’s a model used for testing
ideas that may create an improvement. It can be used to test ideas for improvement quickly
and easily based on existing ideas, research, feedback, theory audit etc or practical ideas that
have been proven to work elsewhere. It is a very effective improvement technique and it uses
simple measurements to monitor the effect of changes overtime. It encourages starting with
small changes, which can build in to larger improvements through successive quick cycles of
changes. The PDSA Cycle has been used for decades as an effective tool for continous
improvement. This method is well established and validated and is particularly suited for small
and dynamic organizations.
STEP – 1 PLAN
Identify what change you think will create improvement and then plan the test of the change.
What is the objective of introducing the change? Plan on how you are going to collect the
information’s about the differences that occur after the implementation of the plan. Identify
how you will know whether the change made has worked or not? The change should bring out
the differences which are measurable in isolation. A major change could be broken in to
smaller and more manageable chunks.
STEP – 2
Put the plan in to practice. Then set the change by collecting data. The stage involves carrying
out the plans successfully. It is important that the DO stage is kept as short as possible. There
may be changes that could only be measured over long periods. Record any unexpected
events, problems and observations. Start analyzing the data.
STEP – 3 STUDY
Review and reflect on the data collected in the previous step. Complete the analysis of the
data. Find out whether there has been any improvement in the process ? Did your expectations
meet the reality. Find out what could have been done differently.
STEP – 4 ACT
Make further changes or amendments after you have decided what worked and what didn’t
and collect data again. Carry out an amended version of what happened during the ‘DO’ stage
and measure any difference.
21.Explain the problem solving method for process improvement.
THE PROBLEM SOLVING METHOD FOR PROCESS IMPROVEMENT

Problem solving represents to find the cause of the problem and addressing the cause of the
problem so that the problem does not occur. Problem solving method of process improvement
is a systematic approach which will yield greater benefits on process improvements. When the
quality improvement problem is small or in the initial stages, a quick solution to those
problems can be achieved because either the solution is obvious or the Team/Individual
involved in solving the problem has the necessary expertise or has a bright idea. But this is
quite impossible if the quality improvement problem is wider in scope. Thus in the long term,
a systematic approach will yield better results. The problem solving method has seven stages
which are given below. They are
1. Identify the opportunity

2. Analyze the current process
3. Develop the optimal solution
4. Implement changes
5. Study the results
6. Standardize the solution

7. Plan for the future
22. Explain 5-S Practice
5 – S (JAPANESE 5-S PRACTICE)

5-S is the key for Total Quality Environment. The 5-S Practice is a technique used to establish
and maintain quality environment in an organization.
The 5-S Stands for five Japanese words.
1.Seire (Organize)
2.Seiton (Put things in order)
3.Seiso (Clean up)
4.Seiketsu (Standarardise)
5.Shitsuke (Discipline)
The English equivalents , their meanings and typical examples are shown in the following
table
JAPANESE ENGLISH MEANING TYPICAL EXAMPLE

Seire Structurise Organize Throw away rubbish
Seiton Systemise Neatness (or) in 30-seconds are required
order to retrieve a document.
Seiso Sanitise Cleaning Individual cleaning
responsibility
Seiketsu Standardise Standardisation Transparency of storage
Shitsuke Self Discipline Discipline Do 5-S Daily
1.Seire (Organize)
It is about separating the things which are necessary for the Job from those that are
unnecessary and keeping the number of necessary things as low as possible and at a covenient
location. Differentiation should be made between necessary and unnecessary things.
2. Seiton (Put things in order)

Things must be kept in order so that they are ready for use when needed. An American
Mechanical Engineer recalls that he used to spend so many hours for searching tools and parts,
when he worked in U.S.A. Only after he joined in a Japanese company, he saw how easily
workers were able to find what they needed and he realized the value of Seiton It is all about
neatness. Neatness is a study of efficiency. It is a question of how quickly one can get the
things needed and how quickly one can put them away. Things should be put back where they
belong.
3. Seiso (Clean up)

Keep the workplace clean. Everyone in the organization from the managing director to the
sweeper should undertake this Job.
4. Seiketsu (Standarardise)
Seiketsu means continually and repeatedly maintaining neatness and cleanliness in the
organization. It claims both personal cleanliness and the cleanliness of the environment. The
emphasis is on visual management, transparency in storage (put appropriate labels) and
standardization.
5. Shitsuke (Discipline)
Discipline means instilling the ability of doing things the way they are supposed to be done.
Discipline is a process of repetition and practice. The emphasis in self-discipline is on creating
a work force with good habits.
The logic behind the 5-S Practice is that organization, neatness, cleanliness, standardization
and discipline at the work place are the basic requirements for producing high quality products
and services, with high productivity and no wastage.
23.Differentiate between Kaizen and Innovation on various criteria’s
KAIZEN Vs INNOVATION
Kaizen is different from innovation. Innovation results in large, short term and radical changes
in products and processes. Innovation is dramatic, a real attention getter and often championed
by a few proponents. Kaizen, on the other hand, is a continous improvement involving every
employee at every level in every organization. Kaizen is focused on small, frequent and
gradual improvements over a long term. The comparison between kaizen and Innovation is
given in the following table
Kaizen and Innovation

S.NO CRITERIA KAIZEN INNOVATION
1 Effect Long term and Long Short term and Dramatic
lasting but undramatic
2 Pace Small steps Big-Steps-Leap
3 Time-frame Continous and Intermittent and non-
Incremental incremental
4 Change Gradual and Constant Abrupt and Volatile
5 Involvement Everybody Selected few champions
6 Practical It requires little It requires large investment
requirements Investment but greater but little effort to maintain it.
effort to maintain it.
7 Effort Orientation People Technology
8 Evaluation Criteria Process and efforts for Results for profit
better results
24. How can every one be involved in improvement activities (Kaizen Philosophy) ?
Top Management
1. It can focus on improvement as an important component of corporate strategy.

2. It provides support to improvement activities by allocating resources effectively.
3. It builds systems, procedures and reward structures that are conducive to improvement.
Middle Mnagement
1. Middle Management can implement top management improvement goals by

establishing, upgrading and maintaining operating standards that reflect those goals
2. It improves co-operation between departments.
3. It makes employees conscious of their responsibility towards improvements and develops
their problem solving skills through training.
Supervisors
1. Supervisors provide more of their attention to improvement rather than ‘supervision’

2. They provide better guidance for workers and improve communication.
Workers
Workers engage in improvement through suggestion systems and small group activities, self-
development programs for problem solving and enhanced Job performance skills.
The foundation for Quality improvement in the kaizen philosophy is the use of statistically
based tools for problem solving and training for all levels of management and workers.
Quality control and Engineering knowledge is made available to shop floor personnel so that
they can solve their own problems better in the kaizen philosophy.
25. What are the criterias to be followed in selecting the supplier?
Organisations should choose the suppliers very carefully. When choosing the partners , they
should use the existing performance of their partners, minimum targets, agreed targets and the
suppliers attitude as the criteria for supplier selection. Before selecting the supplier the
organization must first evaluate whether its needs (Requirements such as raw material and
other materials) actually need a supplier in the first place. This dilemma arises because the
organization has a choice to make or buy a particular item. The decision is a strategic one that
must be made even during the design stage.
Supplier must be selected based on the following criteria. Those criteria are
 Find a supplier who understands and appreciates the management philosophy of the
organization.
 The supplier should have a stable management system. To determine this point, several
questions have to be asked such as : Is there a quality policy statement with the
supplier that includes quality objectives and a commitment to quality? Is the policy
understood at all levels of management? Are they implementing it? Does the
management have scheduled review of its quality system to determine its effectiveness
? etc.
 The ability of the supplier to maintain high technical standards and his capability of
dealing with future technological innovations.
 The ability of the supplier to supply the right quantity and quality of raw material at the
right time.
 The ability of the supplier to meet sudden increase in requirement of raw materials
(Probably due to sudden change in demand)
 The ability of the supplier to provide the raw material at the right price.
 Easy accessibility of the supplier in terms of communication
 The sincerity of the supplier in implementing the contract provisions.
 The supplier has an effective quality system such as ISO 9000 or QS 9000 etc., and
other improvement programs.
26. What are the eight criteria’s required for supplier certification?
 The customer and supplier shall have agreed upon specifications that are
mutually developed, justifiable and unambiguous.
 The supplier shall have no product-related lot rejection for a significant period
of time, say,. one year or significant number of lots.
 The supplier shall have no non-product related rejections for a stated period of
time or number of lots. Non product related rejections are wrong count of items
sent to supplier or billing error etc.
 The supplier shall have no negative non-product related incidents for a stated
period of time. This criterion covers incidents or problems that occur even
though inspection and tests showed conformance to specifications.
 The supplier shall have a fully documented quality system such as ISO 9000 or
QS 9000.
 The supplier shall have a successfully passed an on-site system evaluation.
This evaluation could be by a third party such as an ISO registrar or by the
customer itself.
 The supplier must conduct inspections and test in his premises to achieve
quality.
 The supplier shall have the ability to provide timely inspection and test data to
the customer because this is necessary by the customer when the product
arrives.
27. What are the techniques used to present performance measures?
There are six techniques used for presenting performance measures, namely
a) Time series graph
b) Control chart
c) Capability Index
d) Taguchi, s Loss function
e) Cost of poor Quality
f) Malcolm Balridge National Quality Award
28. Explain the basic concepts of performance measure and mention the area
required to measure the performance.
Performance measures are used to achieve the following objectives

a) To establish performance measures and reveal trend.
b) To identify the processes to be improved.
c) To determine the process gains and losses
d) To compare the actual performance with the standard performance.
e) To provide information for the individual and team evaluation
f) To determine the overall performance of the organization.

g) To provide information for making proper decisions.
Various areas required to measure performance appraisals are

a) Human Resources
b) Customers
c) Production
d) Suppliers
e) Research and Development
f) Marketing / Sales
g) Administration
UNIT III
PART A
1. What are the seven quality tools?
Cause-and-effect diagram ; Check sheet ; Control chart ; Histogram ; Pareto chart ;

Scatter diagram; Stratification
2. Define Pareto Diagram?
It is a process tool to classify data and rank categories in descending order of occurrence to
separate significant categories from trivial ones. Separating data into category, counting
occurrences in each category, and arranging categories from highest to lowest frequency and
drawing and labeling bars for each category does it.
3. Define the Ishikawa diagram?
It is called as Fishbone diagram which a process tool to identify possible causes for a
particular effect.
4. Explain Histogram?
It is meaningful to present data in a form that visually illustrates the frequency of

occurrence of values.
5. Define Scatter Diagram?
The scatter plot is a useful way to discover the relationship between two factors, X and
Y, i.e., the correlation. An important feature of the scatter plot is its visualization of the
correlation pattern, through which the relationship can be determined.
6. What are Measures of Central Tendency? What are Measures of Dispersion?
Measures of central tendency are measures of the location of the middle or the center
of a distribution. The definition of "middle" or "center" is purposely left somewhat vague so
that the term "central tendency" can refer to a wide variety of measures. The mean is the most
commonly used measure of central tendency.
7. Define Process Capability?
In any manufacturing process, the variability is inherent and cannot be eliminated fully
though it can be controlled to some extent. The extent of variability decides Go, Non-Go or
Acceptance, Rejection of the products. Statistics renders an immense help to assess this
variability quantitatively and to take the correction action promptly before any disaster that
may occur as a consequence. Process capability study is a statistical tool or technique, to
assess the variation in the ability of the process during the conversion of feed material.
It is defined as the quality performance capability of the process with given process
factors and under normal, in control condition. Based on the results of any process that are
continuously measured, standard deviation is calculated by taking the square root of its
variance to calculate the indices of process capability namely CP and Cpk. The need for
process capability is to
i. Predict the extent to which the process will be able to hold tolerance or customer
requirements.
ii. Choose, from among competing process, the most one for meeting the customer
requirements.
iii. Redesign and implement a new process that eliminates the source of variability now at
work.
8. What are types of Process Capability index?
Potential capability index (Cp): The potential process capability measures the overall
performance of the process and is measured as the ratio of difference between upper
specification limit (USL) and lower specification limit (LSL) to six times of standard
deviation ().
DESIGN TOLERANCE
CP 
PROCESS TOLERANCE
USL - LSL
CP 
6
Performance capability Index (Cpk): The index CP calculates the precision of the
process by measuring the overall processes performance, consideration the both positive and
negative deviation. This is alone not sufficient, since there is every chance for lack of accuracy
in the process. To assess the accuracy, clustering nature of values around the mean or away
from the center value are calculated. Using performance capability index (Cpk) the clustering
effect on Lower limit is calculated by CPKL & Upper limit is calculated by CPKU and minimum
of the above is Cpk.
μ  LSL
C pkl 
3σ
USL - 
C pku 
3
C pk= MIN (Cpku, Cpkl)
9. Define Mean, Median, and Mode with example?
The arithmetic mean is what is commonly called the average: When the word "mean"
is used without a modifier, it can be assumed that it refers to the arithmetic mean. The mean is
the sum of all the scores divided by the number of scores. The formula in summation notation
is: μ = ΣX/N where μ is the population mean and N is the number of scores.
Median: When there is an odd number of numbers, the median is simply the middle
number. For example, the median of 2, 4, and 7 is 4. When there is an even number of
numbers, the median is the mean of the two middle numbers. Thus, the median of the numbers
2, 4, 7, 12 is (4+7)/2 = 5.5.
Mode is the most frequently occurring score in a distribution and is used as a measure
of central tendency. The advantage of the mode as a measure of central tendency is that its
meaning is obvious.
10. Define Population and Sample with example?
A sample is a subset of a population. Since it is usually impractical to test every

member of a population, a sample from the population is typically the best approach available.
A population consists of an entire set of objects, observations, or scores that have

something in common. For example, a population might be defined as all males between the
ages of 15 and 18.
11. What are types of Control Charts? Explain Variable charts? Explain Attribute
charts?
The control chart is a very important tool in the “analyze, imp rove and control” phases
of the Six Sigma improvement methodology. In the “analyze” phase, control charts are applied
to judge if the process is predictable; in the “improve” phase, to identify evidence of special
causes of variation so that they can be acted on; in the “control” phase, to verify that the
performance of the process is under control. The original concept of the control chart was
proposed by Walter A. Shewhart in 1924 and the tool has been used extensively in industry
since the Second World War, especially in Japan and the USA after about 1980. Control charts
offer the study of variation and its source. They can give process monitoring and control, and
can also give direction for improvements. They can separate special from common cause
issues of a process. They can give early identification of special causes so that there can be
timely resolution before many poor quality products are produced.
Shewhart control charts track processes by plotting data over time.These charts can
track either variables or attribute process parameters. The types of variable charts are process
mean (x), range (R), standard deviation (s), individual value (x) and moving range (Rs). The
attribute types are fraction nonconforming (p), number of nonconforming items (np), number
of nonconformities (c), and nonconformities per unit (u).
The typical control limits are plus and minus 3 standard deviations limits using about
20-30 data points. When a point falls outside these limits, the process is said to be out of
control. When a point falls inside these limits, the process is said to be under control.
There are various types of control charts, depending on the nature and quantity of the
characteristics we want to supervise. The following control charts are the most often used ones
depending on whether the data are continuous or discrete. These charts are called Shewhart
control charts. Note that for continuous data, the two types of chart are simultaneously used in
the same way as a single control chart.
For continuous data (variables):
For discrete data (attributes):
Besides these charts, the following new charts for continuous data have been suggested and
studied. For good references forcontrol charts, see CUSUM (cumulative sum) chart ; MA
(moving average) chart ; GMA (geometric moving average) chart ; EWMA (exponentially
weighted moving average) chart
(b) How are control charts constructed?

A detailed generic sequence for construction of control charts can be developed, which can be
useful when working with control charts in practice.
Step 1. Select the characteristic and type of control chart

First, the decision must be made regarding the characteristic (effect) of the process or product
that is to be checked or supervised for predictability in performance. Then the proper type of
control chart can be selected.
Step 2. Determine the sample size and sampling interval

Control charts are, in most cases, based on samples of a constant number of observations, n.
For continuous data, it is common to use two to six observations. However, there are also
charts for subgroup sizes of one, x (individual observation) chart and Rs (moving range) chart.
For discrete data, n could be as large as 100 or 200.
Step 3. Calculate the control lines and center line

All control charts have control limits, UCL and LCL, showing when the process is affected by
special cause variation. A CL is drawn between the control limits. The distance from CL to
UCL/LCL is 3 standard deviations of the characteristic.
For example, for n individual observations,
the following formulae apply to the calculation of CL, UCL and LCL for the –x (average)
chart.
Here, A2 and d2 are the frequently used constants for control charts,. Table 4.1 contains CL,
UCL and LCL for the respective control charts.
Step 4. Draw the control chart and check for special causes
The control chart can now be drawn, with CL, UCL and LCL. The samples used for
calculating the control limits are then plotted on the chart to determine if the samples used to
calculate the control limits embody any special causes of variation. Special causes exist if any
of the following alarm rules apply:
• A single point falls outside the ± 3  control limits.

• Two out of three consecutive points fall outside the ± 2 
• Seven or more consecutive points fall to one side of the center line.
• A run of eight or more consecutive points is up (in increasing trend), or down (in decreasing
trend).
• At least 10 out of 11 consecutive points are on one side of the center line.
• At least eight consecutive points make a cycle movement, which means if a point is on one
side of the center line, and the next point is on the other side of the center line.
12. Explain Normal Distribution?
It was proposed by De-Moivre an english Mathematician in the year 1733. He define it as “a

random variable X is said to have a normal distribution with the parameter  & 2 (Mean &
Variance) if its density function is given by the probability law”.
 ( x  ) 
2
1
   
 
1 2
f (x)  e  
 2
Where X ~ N (, 2), can be converted into Standard Normal Variable Z ~N (0, 1) using the
relationship of transformation, whose probability density function is
1 z2 / 2 X
f ( z)  e where z 
2 
If we have sample of size n, and the characteristics are y1, y2, y3, y4……, yn, then  & 2 is
calculated as
y1  y 2  y 3  ...  y n
y
n
 (y
i1
i  y )2
2  v 
n 1
where v - variance, y bar - mean
If we use X bar - R chart, in which there are k sub groups of size n,  can be estimated
and Ri is the range of each sub group and d2 is the constant that depends on sample size n.
The value of d2 can be found by seen the X bar - R chart table
R
S
d2
Ri
R 
n
13. What are characteristic of Normal Curve ?
The curve is bell-shaped and symmetrical about the line x =.

Mean, Median, Mode of the distribution coincides so it is called symmetrical.
X-Axis is an asymptote (the line that touches the curve at infinity) to

the curve.
Since f (x) is probability, it can never be negative so no portion of
the curve lies below the x-Axis.
14. Define Qualitatively Six sigma?
Six-sigma (6) has been considered as a business strategy that employs a well-
structured continuous improvement methodology to tackle process variability and drive out
waste from the process with the application of statistical tool and techniques in a rigorous
manner.
15. Define Quantitatively Six sigma?
In statistical terms, six sigma means 3.4 defects per million opportunities where 
represents the degree of concentration towards the center.
16. Why six sigma is fascinating?
I] It is regarded as a fresh management strategy, which can replace Quality Control

(QC), Total Quality Control (TQC), Total Quality Management (TQM) and others. It is
viewed as a 4S approach (Systematic, Scientific, Statistical and Smarter) for the knowledge
based information society.
II] It provides the base for the manpower cultivation and utilization by employing the
“belt system“and categorizing them as green belt, black belt, master black belt and champion.
A person in the company acquires belt according to the training given.
III] There are many success stories of successful implementation of six- sigma in
world class companies.
IV] It provides flexibility in the new millennium of 3Cs, which are Change: Changing
Society, Customer: Power is shifted to customer and the customer demand is high, and
Competition: Competition in quality & Productivity
16. What are Key concepts of Six sigma?
 Critical to quality: Attributes most important to the customer

 Defect: Failing to deliver what the customer wants
 Process capability: What your process can deliver
 Variation: What the customer sees and feels
 Design for six- sigma (DFSS): Designing to meet customer needs and process capability
18.What is Themes of Six sigma?
Themes of six sigma are as follows :

 Genuine focus on the customer
 Data and fact driven management
 Process is where the action is
 Proactive management
 Boundary less collaboration
19. What are Six Sigma Methodologies?
Six Sigma methodologies are classified as two types which are improvement oriented
namely DMAIC and DFSS.
20.Differentiate between the Six sigma Methodology?
DMAIC is Define Measure Analysis Improvement and Control. We use this

methodology, when we have some existing system.
DFSS is Design for Six Sigma. We use this system when the entire system is to be
installed from the beginning.
21.Define PPM?
Parts per Million (PPM): The number of defective item out of one million inspected item.
22.Define DPU?
Defects per Unit (DPU): It is defined as ratio between the Number of unit defective to
Number of unit inspected.
Number of unit defective
DPU 
Number of unit inspected
23.Define DPO?
Defects per Opportunities (DPO): It is defined as ratio between Defects per unit to Number of
independent opportunities for non-conformance per unit.
DPU
DPO 
m
Where m- Number of independent opportunities for non conformance /unit
24.Define DPO?
Defects per Million Opportunities (DPMO): It is the number of defective opportunities,

which do not meet the required specification out of one million opportunities.
DPMO DPO106
25.Define Yield.
Yield: It tells the performance of the process in terms of percentage.
YIELD = 1- DPU
26. What are the New Seven Management tools?
Affinity diagram ; Interrelationship digraph ; Tree diagram ; Prioritization matrix ; Matrix

diagram ;
Process decision program ; Activity network diagram.
27, Define Affinity diagram?
The affinity diagram is used to generate ideas, then organize these ideas in a logical
manner. The first step in developing an affinity diagram is to post the problem (or issue)
where everyone can see it. Next, team members write their ideas for solving the problem on
cards and post them below the problem. Seeing the ideas of other members of the team helps
everyone generate new ideas. As the idea generation phase slows, the team sorts the ideas into
groups, based on patterns or common themes. Finally, descriptive title cards are created to
describe each group of ideas.
28.Define Tree diagram?
A tree diagram assists teams in exploring all the options available to solve a problem,
or accomplish a task. The tree diagram actually resembles a tree when complete. The trunk of
the tree is the problem or task. Branches are major options for solving the problem, or
completing the task. Twigs are elements of the options. Leaves are the means of
accomplishing the options.
29.Define Matrix Diagram?
The matrix diagram allows teams to describe relationships between lists of items. A
matrix diagram can be used to compare the results of implementing a new manufacturing
process to the needs of a customer. For example, if the customer's main needs are low cost
products, short leadtimes, and products that are durable; and a change in the manufacturing
process can provide faster throughput, larger quantities, and more part options; then the only
real positive relationship is the shorter leadtime to the faster throughput.
The other process outcomes—larger quantities and more options—are of little value to
the customer. This matrix diagram, relating customer needs to the manufacturing process
changes, would be helpful in deciding which manufacturing process to implement.
30.Define Arrow Diagram?
The activity network diagram graphically shows total completion time, the required
sequence of events, tasks that can be done simultaneously, and critical tasks that need
monitoring. In this respect, an activity network diagram is similar to the traditional PERT
chart used for activity measurement and planning.
31.What is SPC?
SPC is statistical process control.SPC is a methodology for monitoring a process to

identify special causes of variation and signaling the need to take corrective action when it
is appropriate.When special causes are present the process is deemed to be out of control.A
practical definition of SPC can be that both the process averages and variances are
constant over time.
32.What are the types of histograms?
There are five types of histograms depending on the type of distribution .They
are :
1.Bell shaped distribution
2.Double peaked distribution
3.Plateau distribution
4.Comb distribution
5.Skewed distribution
33.What is an attribute?
An attribute refers to those quality characteristics that conform to specifications or do

not conform to specifications.
34.What is meant by nonconformity?
A nonconformity is a departure of a quality characteristics from its intended level or

state that occurs with a severity sufficient to cause an associated product or service not of
meet a specification requirement.A nonconforming unit is a unit of product or service
containing at least one nonconformity.
PART B
1. Explain Pareto chart?
The Pareto chart was introduced in the 1940s by Joseph M. Juran, who named it after the
Italian economist and statistician Vilfredo Pareto, 1848–1923. It is applied to distinguish
the “vital few from the trivial many” as Juran formulated the purpose of the Pareto chart. It
is closely related to the so called 80/20 rule – “80% of the problems stem from 20% of the
causes,” or in Six Sigma terms “80% of the poor values in Y stem from 20% of the Xs.”
In the Six Sigma improvement methodology, the Pareto chart has two primary
applications. One is for selecting appropriate improvement projects in the define phase.
Here it offers a very objective basis for selection, based on, for example, frequency of
occurrence, cost saving and improvement potential in process performance. The other
primary application is in the analyze phase for identifying the vital few causes (Xs) that
will constitute the greatest improvement in Y if appropriate measures are taken.
A procedure to construct a Pareto chart is as follows:
1) Define the problem and process characteristics to use in the diagram.
2) Define the period of time for the diagram – for example, weekly, daily, or shift. Quality
improvements over time can later be made from the information determined within this
step.
3) Obtain the total number of times each characteristic occurred.
4) Rank the characteristics according to the totals from step 3.
5) Plot the number of occurrences of each characteristic in descending order in a bar graph
along with a cumulative percentage overlay.
6) Trivial columns can be lumped under one column designation; however, care must be
exercised not to omit small but important items.
Table 4.2 shows a summary table in which a total of 50 claims during the first month of
2002 are classified into six different reasons. Figure 4.4 is the Pareto chart of the data in
Table 4.2.
2. Explain the cause and effect diagram and Check sheet ?
Cause-and-effect diagram
An effective tool as part of a problem-solving process is the cause-and-effect diagram, also
known as the Ishikawa diagram (after its originator) or fishbone diagram. This technique is
useful to trigger ideas and promote a balanced approach in group brainstorming sessions
where individuals list the perceived sources (causes) with respect to outcomes (effect). As
shown in Figure 4.1, the effect is written in a rectangle on the right-hand side, and the
Causes are listed on the left-hand side. They are connected with arrows to show the cause-
and-effect relationship.
When constructing a cause-and-effect diagram, it is often appropriate to consider six main

causes that can contribute to an outcome response (effect): so-called 5M1E (man, machine,
material, method, measurement, and environment).
When preparing a cause-and-effect diagram, the first step is to agree on the specific
wording of the effect and then to identify the main causes that can possibly produce the
effect. The main causes can often be identified as any of 5M1E, which helps us to get
started, but these are by no means exhaustive. Using brainstorming techniques, each main
cause is analyzed. The aim is to refine the list of causes in greater detail until the root
causes of that particular main cause are established. The same procedure is then followed
for each of the other main causes. In Figure 4.1, the method is a main cause, the pressure
and the temperature are the causes, and “the pressure is low” and “the temperature is too
high” are the root causes.
Check sheet
The check sheet is used for the specific data collection of any desired characteristics of a
process or product that is to be improved. It is frequently used in the measure phase of the
Six Sigma improvement methodology, DMAIC. For practical purposes, the check sheet is
commonly formatted as a table. It is important that the check sheet is kept simple and that
its design is aligned to the characteristics that are measured. Consideration should be given
as to who should gather the data and what measurement intervals to apply. For example,
Figure 4.2 shows a check sheet for defect items in an assembly process of automobile
ratios.
3. Explain the Histogram and Scatter diagram?
Histogram
It is meaningful to present data in a form that visually illustrates the frequency of
occurrence of values. In the analysis phase of the Six Sigma improvement methodology,
histograms are commonly applied to learn about the distribution of the data within the
results Ys and the causes Xs collected in the measure phase and they are also used to
obtain an understanding of the potential for improvements.
To create a histogram when the response only “takes on” certain discrete values, a tally is
simply made each time a discrete value occurs. After a number of responses are taken, the
tally for the grouping of occurrences can then be plotted in histogram form. For example,
Figure 4.3 shows a histogram of 200 rolls of two dice, where, for instance, the sum of the
dice was two for eight of these rolls. However, when making a histogram of response data
that are continuous, the data need to be placed into classes or groups. The area of each bar
n the histogram is made proportional to the number of observations within each data value
or interval. The histogram shows both the process variation and the type of distribution
that the collected data entails.
Scatter diagram
The scatter plot is a useful way to discover the relationship between two factors, X and Y,
i.e., the correlation. An important feature of the scatter plot is its visualization of the
correlation pattern, through which the relationship can be determined. In the improve
phase of the Six Sigma improvement methodology, one often searches the collected data
for Xs that have a special influence on Y. Knowing the existence of such relationships, it is
possible to identify input variables that cause special variation of the result variable. It can
then be determined how to set the input variables, if they are controllable, so that the
process is improved. When several Xs may influence the values of Y, one scatter plot
should be drawn for each combination of the Xs and Y. When constructing the scatter
diagram, it is common to place the input variable, X, on the X-axis and the result variable,
Y, on the Y-axis. The two variables can now be plotted against each other and a scatter of
plotted points appears. This gives us a basic understanding of the relationship between X
and Y, and provides us with a basis for improvement.
Table 4.3 shows a set of data depicting the relationship between the process temperature
(X) and the length of the plastic product (Y) made in the process. Figure 4.5 shows a
scatter diagram of the data in Table 4.3.
4. Explain the Measures of Tendency and Dispersion?
Measures of central tendency are measures of the location of the middle or the center of a
distribution. The definition of "middle" or "center" is purposely left somewhat vague so
that the term "central tendency" can refer to a wide variety of measures. The mean is the
most commonly used measure of central tendency. The following measures of central
tendency are discussed in this text:
Mean
Median
Mode
OR
Central tendency is measured in three ways: mean, median and mode. The mean is simply
the average score of a distribution. The median is the center, or middle score within a
distribution. The mode is the most frequent score within a distribution. In a normal
distribution, the mean, median and mode are identical.
Arithmetic Mean
The arithmetic mean is what is commonly called the average: When the word "mean" is
used without a modifier, it can be assumed that it refers to the arithmetic mean. The mean
is the sum of all the scores divided by the number of scores. The formula in summation
notation is: μ = ΣX/N where μ is the population mean and N is the number of scores. If the
scores are from a sample, then the symbol M refers to the mean and N refers to the sample
size. The formula for M is the same as the formula for μ. The mean is a good measure of
central tendency for roughly symmetric distributions but can be misleading in skewed
distributions since it can be greatly influenced by extreme scores. Therefore, other
statistics such as the median may be more informative for distributions such as reaction
time or family income that are frequently very skewed.
The formal definition of the arithmetic mean is µ = E[X] where μ is the population mean
of the variable X and E[X] is the expected value of X.
The sample size is very simply the size of the sample. If there is only one sample, the
letter "N" is used to designate the sample size. If samples are taken from each of "a"
populations, then the small letter "n" is used to designate size of the sample from each
population. When there are samples from more than one population, N is used to indicate
the total number of subjects sampled and is equal to (a)(n). If the sample sizes from the
various populations are different, then n 1 would indicate the sample size from the first
population, n 2 from the second, etc. The total number of subjects sampled would still be
indicated by N.
A sample is a subset of a population. Since it is usually impractical to test every member

of a population, a sample from the population is typically the best approach available.
A population consists of an entire set of objects, observations, or scores that have

something in common. For example, a population might be defined as all males between
the ages of 15 and 18.
Geometric Mean
The geometric mean is the nth root of the product of the scores. Thus, the geometric mean
of the scores: 1, 2, 3, and 10 is the fourth root of 1 x 2 x 3 x 10 which is the fourth root of
60 which equals 2.78. The formula can be written as: Geometric mean = ΠX where ΠX
means to take the product of all the values of X.
The geometric mean can also be computed by:
1. Taking the logarithm of each number

2. Computing the arithmetic mean of the logarithms
3. Raising the base used to take the logarithms to the arithmetic mean.
The median is the middle of a distribution: half the scores are above the median and half
are below the median. The median is less sensitive to extreme scores than the mean and
this makes it a better measure than the mean for highly skewed distributions.
Computation of Median
When there is an odd number of numbers, the median is simply the middle number. For
example, the median of 2, 4, and 7 is 4.
When there is an even number of numbers, the median is the mean of the two middle
numbers. Thus, the median of the numbers 2, 4, 7, 12 is (4+7)/2 = 5.5.
The mode is the most frequently occurring score in a distribution and is used as a measure
of central tendency. The advantage of the mode as a measure of central tendency is that its
meaning is obvious
5. Explain Normal curve?

It was proposed by De-Moivre an english Mathematician in the year 1733. He define it
as “a random variable X is said to have a normal distribution with the parameter  & 2
(Mean & Variance) if its density function is given by the probability law”.
 ( x  ) 
2
1
   
 
1 2
f (x)  e  
 2
Where X ~ N (, 2), it can be converted into Standard Normal Variable Z ~N (0, 1) using
the relationship of transformation, whose probability density function is
1 z2 / 2 X
f ( z)  e where z 
2 
If we have sample of size n, and the characteristics are y1, y2, y3, y4……, yn, then  & 2 is
calculated as
y1  y 2  y 3  ...  y n
y
n
 (y
i1
i  y )2
2  v 
n 1
where v - variance, y bar - mean
If we use X bar - R chart, in which there are k sub groups of size n,  can be estimated
as
Where Ri is the range of each sub group and d2 is the constant that depends on sample size
n. The value of d2 can be found by seen the X bar - R chart table.
R Ri
S R
d2 n
Characteristics
The curve is bell-shaped and symmetrical about the line x =.
Mean, Median, Mode of the distribution coincides so it is called symmetrical.
X-Axis is an asymptote (the line that touches the curve at infinity)

to the curve.
Since f (x) is probability, it can never be negative so no portion of
the curve lies below the x-Axis.
6, 7 Explain Variable chart and Attribute chart ?
The control chart is a very important tool in the “analyze, imp rove and control” phases of
the Six Sigma improvement methodology. In the “analyze” phase, control charts are
applied to judge if the process is predictable; in the “improve” phase, to identify evidence
of special causes of variation so that they can be acted on; in the “control” phase, to verify
that the performance of the process is under control. The original concept of the control
chart was proposed by Walter A. Shewhart in 1924 and the tool has been used extensively
in industry since the Second World War, especially in Japan and the USA after about
1980. Control charts offer the study of variation and its source. They can give process
monitoring and control, and can also give direction for improvements. They can separate
special from common cause issues of a process. They can give early identification of
special causes so that there can be timely resolution before many poor quality products are
produced.
Shewhart control charts track processes by plotting data over time in the form shown in
Figure 4.3. This chart can track either variables or attribute process parameters. The types
of variable charts are process mean (x), range (R), standard deviation (s), individual value
(x) and moving range (Rs). The attribute types are fraction nonconforming (p), number of
nonconforming items (np), number of nonconformities (c), and nonconformities per unit
(u).
The typical control limits are plus and minus 3 standard deviations limits using about
20-30 data points. When a point falls outside these limits, the process is said to be out of
control. When a point falls inside these limits, the process is said to be under control.
There are various types of control charts, depending on the nature and quantity of the
characteristics we want to supervise. The following control charts are the most often used
ones depending on whether the data are continuous or discrete. These charts are called
Shewhart control charts. Note that for continuous data, the two types of chart are
simultaneously used in the same way as a single control chart.
For continuous data (variables):
For discrete data (attributes):
Besides these charts, the following new charts for continuous data have been suggested
and studied. For good references forcontrol charts, see CUSUM (cumulative sum) chart ;
MA (moving average) chart ; GMA (geometric moving average) chart ;
EWMA (exponentially weighted moving average) chart
(b) How are control charts constructed?

A detailed generic sequence for construction of control charts can be developed, which can
be useful when working with control charts in practice.
Step 1. Select the characteristic and type of control chart

First, the decision must be made regarding the characteristic (effect) of the process or
product that is to be checked or supervised for predictability in performance. Then the
proper type of control chart can be selected.
Step 2. Determine the sample size and sampling interval

Control charts are, in most cases, based on samples of a constant number of observations,
n. For continuous data, it is common to use two to six observations. However, there are
also charts for subgroup sizes of one, x (individual observation) chart and Rs (moving
range) chart. For discrete data, n could be as large as 100 or 200.
Step 3. Calculate the control lines and center line

All control charts have control limits, UCL and LCL, showing when the process is affected
by special cause variation. A CL is drawn between the control limits. The distance from
CL to UCL/LCL is 3 standard deviations of the characteristic.
For example, for n individual observations,
the following formulae apply to the calculation of CL, UCL and LCL for the –x (average)
chart.
Here, A2 and d2 are the frequently used constants for control charts. Table 4.1 contains
CL, UCL and LCL for the respective control charts.
Step 4. Draw the control chart and check for special causes
The control chart can now be drawn, with CL, UCL and LCL. The samples used for
calculating the control limits are then plotted on the chart to determine if the samples used
to calculate the control limits embody any special causes of variation. Special causes exist
if any of the following alarm rules apply:
• A single point falls outside the ± 3  control limits.

• Two out of three consecutive points fall outside the ± 2 
• Seven or more consecutive points fall to one side of the center line.
• A run of eight or more consecutive points is up (in increasing trend), or down (in
decreasing trend).
• At least 10 out of 11 consecutive points are on one side of the center line.
• At least eight consecutive points make a cycle movement, which means if a point is on
one side of the center line, and the next point is on the other side of the center line.
8. Explain DMAIC Methodology?
DEFINE PHASE
SIPCO, Process Mapping, Project team,
Problem and Goal Statement
MEASURE PHASE
Sigma calculation & process capability
calculation
ANALYZE PHASE
Control chart, Pareto chart, cause & effect
analysis & histogram
IMPROVE PHASE
Develop a potential solution
CONTROL PHASE
Develop Standards & Procedures
Fig DMAIC METHODOLOGY

DEFINE PHASE
It defines the scope and goals of the improvement project in terms of customer
requirements and the process that delivers these requirements.
SIPOC
SIPOC (Supplier, Input, Process, Output, and Customer) is a high level tool that identifies
who are your supplier, what he supplies, how it is converted to the required form, what we
get as a outcome and who is going to get it.
Process Mapping
A graphical display of the steps, events, and operation in sequence that makes up the
process. It is a high-level process tool, which tells the detail of all the activity, involved in
manufacturing of the product.
15-word flip chart
It is a team tool, which allows team members to draft a simple 15-word statement of the
project scope. It clearly explains the problem statement and the goal statement of the
project that had to undertaken.
Project team
The team is formed to solve the critical to quality problem and they are given training
regarding the quality tools and others. According to the level of training they are given
“belt” which represents their role in the project.
Executive leaders
He or she should set the tone and direction for six-sigma effort and they have to commit
themselves and promote it throughout the organization.
Champions
He or She serves as a coach in supporting the project teams for implementing the six sigma
and providing them the required resource for their work.
Master Black belts
He or She is the highest levels of technical proficiency and must be an expertise in six
sigma tools.
Black belts
He or She is the backbone of six-sigma culture and takes responsibilities for the routine
work and results of six-sigma project. They are key agents, fully dedicated and thoroughly
trained in six sigma techniques and tools.
Green Belt
He or She are responsible for collection and analysis of data needed to improve the process
and usually receive more simplified training than black belts and work on projects only on
part time.
Team Members
He or She must have sufficient functional expertise relevant to the project undertaken.
They must be able to work well with others and have technical skills to contribute
significantly to the team.
MEASURE PHASE
It measures the current performance input, output, and process and calculates the sigma
level. In this Phase we do
I] Sigma calculation
II] Process capability calculation
Sigma calculation
Parts per Million (PPM): The number of defective item out of one million inspected item.
Defects per Unit (DPU): It is defined as ratio between the Number of unit defective to
Number of unit inspected.
Number of unit defective

DPU 
Number of unit inspected
Defects per Opportunities (DPO): It is defined as ratio between Defects per unit to Number
of independent opportunities for non-conformance per unit.
DPU
DPO 
m
Where m- Number of independent opportunities for non conformance /unit
Defects per Million Opportunities (DPMO): It is the number of defective opportunities,

which do not meet the required specification out of one million opportunities.
DPMO DPO106
Yield: It tells the performance of the process in terms of percentage.
YIELD = 1- DPU
PROCESS CAPABILITY
In any manufacturing process, the variability is inherent and cannot be eliminated fully
though it can be controlled to some extent. The extent of variability decides Go, Non-Go
or Acceptance, Rejection of the products. Statistics renders an immense help to assess this
variability quantitatively and to take the correction action promptly before any disaster that
may occur as a consequence. Process capability study is a statistical tool or technique, to
assess the variation in the ability of the process during the conversion of feed material.
Process capability
It is defined as the quality performance capability of the process with given process
factors and under normal, in control condition. Based on the results of any process that are
continuously measured, standard deviation is calculated by taking the square root of its
variance to calculate the indices of process capability namely CP and Cpk. The need for
process capability is to
iv. Predict the extent to which the process will be able to hold tolerance or customer
requirements.
v. Choose, from among competing process, the most one for meeting the customer
requirements.
vi. Redesign and implement a new process that eliminates the source of variability now at
work.
The two type of Process capability are:

a) Potential capability index (Cp): The potential process capability measures the overall
performance of the process and is measured as the ratio of difference between upper
specification limit (USL) and lower specification limit (LSL) to six times of standard
deviation ().
DESIGN TOLERANCE
CP 
PROCESS TOLERANCE
USL - LSL
CP 
6
b) Performance capability Index (Cpk): The index CP calculates the precision of the
process by measuring the overall processes performance, consideration the both positive
and negative deviation. This is alone not sufficient, since there is every chance for lack of
accuracy in the process. To assess the accuracy, clustering nature of values around the
mean or away from the center value are calculated. Using performance capability index
(Cpk) the clustering effect on Lower limit is calculated by CPKL & Upper limit is calculated
by CPKU and minimum of the above is Cpk.
μ  LSL
C pkl 
3σ
USL - 
C pku 
3
C pk= MIN (Cpku, Cpkl)
ANALYZE PHASE
It analyzes the gap between the current performance levels with the desired
performance level. In this problems are identified and prioritized for solving it by
identifying root cause of the problem.
Pareto Chart
It is a process tool to classify data and rank categories in descending order of occurrence
to separate significant categories from trivial ones. Separating data into category, counting
occurrences in each category, and arranging categories from highest to lowest frequency
and drawing and labeling bars for each category does it.
Cause and Effect Diagram
It is called as Fishbone diagram which a process tool to identify possible causes for a
particular effect.
IMPROVE PHASE
It involves in generating the improvement solutions for the problem and chooses the
best one for implementation, which will satisfy the goals.
CONTROL PHASE
It involves in putting measures in place to make sure that the new process is monitored
and continuously improved.
9. Explain Affinity, Interrelationship, Tree diagram, Prioritization matrix, Matrix

diagram, Process decision program, Activity network diagram?
The affinity diagram is used to generate ideas, then organize these ideas in a logical
manner. The first step in developing an affinity diagram is to post the problem (or issue)
where everyone can see it. Next, team members write their ideas for solving the problem
on cards and post them below the problem. Seeing the ideas of other members of the team
helps everyone generate new ideas. As the idea generation phase slows, the team sorts the
ideas into groups, based on patterns or common themes. Finally, descriptive title cards are
created to describe each group of ideas.
The interrelationship digraph allows teams to look for cause and effect relationships
between pairs of elements. The team starts with ideas that seem to be related and
determines if one causes the other. If idea 1 causes idea 5, then an arrow is drawn from 1
to 5. If idea 5 causes idea 1, then the arrow is drawn from 5 to 1. If no cause is ascertained,
no arrow is drawn. When the exercise is finished, it is obvious that ideas with many
outgoing arrows cause things to happen, while ideas with many incoming arrows result
from other things.
A tree diagram assists teams in exploring all the options available to solve a problem, or
accomplish a task. The tree diagram actually resembles a tree when complete. The trunk of
the tree is the problem or task. Branches are major options for solving the problem, or
completing the task. Twigs are elements of the options. Leaves are the means of
accomplishing the options.
The prioritization matrix helps teams select from a series of options based on weighted
criteria. It can be used after options have been generated, such as in a tree diagram
exercise. A prioritization matrix is helpful in selecting which option to pursue. The
prioritization matrix adds weights (values) to each of the selection criteria to be used in
deciding between options. For example, if you need to install a new software system to
better track quality data, your selection criteria could be cost, leadtime, reliability, and
upgrades. A simple scale, say 1 through 5, could be used to prioritize the selection criteria
being used. Next, you would rate the software options for each of these selection criteria
and multiply that rating by the criteria weighting.
The matrix diagram allows teams to describe relationships between lists of items. A
matrix diagram can be used to compare the results of implementing a new manufacturing
process to the needs of a customer. For example, if the customer's main needs are low cost
products, short leadtimes, and products that are durable; and a change in the manufacturing
process can provide faster throughput, larger quantities, and more part options; then the
only real positive relationship is the shorter leadtime to the faster throughput.
The other process outcomes—larger quantities and more options—are of little value to the
customer. This matrix diagram, relating customer needs to the manufacturing process
changes, would be helpful in deciding which manufacturing process to implement.
The process decision program chart can help a team identify things that could go wrong,
so corrective action can be planned in advance. The process decision program chart starts
with the problem. Below this, major issues related to the problem are listed. Below the
issues, associated tasks are listed. For each task, the team considers what could go wrong
and records these possibilities on the chart. Next, the team considers actions to prevent
things from going wrong. Finally, the team selects which preventive actions to take from
all the ones listed.
The activity network diagram graphically shows total completion time, the required
sequence of events, tasks that can be done simultaneously, and critical tasks that need
monitoring. In this respect, an activity network diagram is similar to the traditional PERT
chart used for activity measurement and planning.
UNIT IV
PART-A
1. What is meant by benchmarking?
The process of gathering information about the ‘best quality product manufacturing
company ‘ in order to copy , follow and excel, is known as benchmarking.
Benchmarking is defined as a systematic method (or) popular TQM tool by which
organizations can measure themselves against the best industry practices.
2. What are the six steps in benchmarking process?
1. Deciding what to benchmark

2. Understanding current performance
3. Planning
4. Studying others
5. Learning from the data
6. Using the findings and taking action
3. What is meant by quality function deployment (QFD)?
Quality function deployment (QFD) is a TQM tool which ensures that customer’s
requirements are met throughout the design process and also in the production systems.
4. Write about House of quality.
The primary planning tool in QFD is the House of Quality. House of Quality is a set of
matrix used to translate the voice of the customers into technical design requirement that meet
specific target values and characteristics of the final product. Because of its structure, it is
referred to as the ‘House of Quality’.
5. What are the six steps to build ‘House of Quality’?
1. Identify voice of the customers

2. Identify technical descriptors.
3. Relate the voice of the customers to the technical descriptors
4. Conduct an evaluation of competing products
5. Evaluate technical descriptors and develop targets.
6. Determine which technical descriptors to deploy in the remainder of the production
process.
6. What are the Taguchi’s Quality Loss Functions?
Taguchi has defined quality as the loss imparted to society from the time a product is
shipped.
There are three common quality loss functions.
1. Nominal - the - best
2. Smaller – the – better

3. Larger – the – better
7. Define Total Productive Maintenance (TPM).
Total Productive Maintenance is defined as keeping the running plant and

equipment at its highest productive level with the cooperation of all areas of organization.
8. What is meant by predictive maintenance and preventive maintenance?
Predictive maintenance is the process of using data and statistical tool to determine
when a piece of equipment will fail.
Predictive maintenance is the process of periodically performing activities such as
lubrication on the equipment to keep it running.
9. Name different loss measurements in TPM?

a. Down time losses – Planned – Unplanned
b. Reduced Speed Losses
c. Poor Quality Losses
10. Name is meant by Availability?
Down time losses are measured by equipment availability (A) using the
equation,
Availability A=(T/P)*100
Where T= Operation time (P-D)
P=Planned operation time
D= Down time.
11. What is meant by Failure Mode and Effect Analysis (FMEA) ?
Failure Mode and Effect Analysis (FMEA) is an analytical technique which combines the
technology and experience of the people
To identify foreseeable failure modes of a product(or) process
To plan for its elimination.
12. Define Reliability.
Reliability is defined as the probability of a product performing satisfactorily without

failure of a specified function under specified conditions for a specified period of time.
13. What are the three main categories of failure?
1. Debug
2. Chance
3. Wear out
14. What is Debug failure ?
Debug includes a high failure rate at the initial stages because of inappropriate use (or)
flaws in the design (or) manufacturing.
15. What are the two important types of FMEA ?
1. Design FMEA
2. Process FMEA
16. Write some effects of failure.
1. Noise
2. Vibration
3. Erratic operation
4. poor performance
5. Lack of stability.
17. What is meant by performance efficiency?
Reduced speed losses are measured by tracking performance efficiency using the
equation,
Performance efficiency E=(C*N/T)*100
Where C=Cycle time
N= Number of units produced.
18. What are the three classes of customer needs?
1. Dissatisfiers: are the needs that are expected in a product (or) service
2. Satisfiers: are needs that customers say they want
3. Exciters/Delighters: are new (or) innovative features that customer do not except.
19. Name different types of matrix diagrams.
1. L- Matrix
2. T- Matrix
3. Y- Matrix
4. X- Matrix
5. C- Matrix.
20. What are the three types of benchmarking?
1. Internal benchmarking
2. Competitive benchmarking
3. Process benchmarking.
21. Draw the Taguchi Loss Function?
PART B –QUESTIONS
1. Discuss about design of FMEA document.
Design FMEA is used in the design process by identifying known and

foreseeable failure modes and then ranking failures according to relative impact on the
product. Design FMEA reduces development time and cost of manufacturing process
by eliminating many potential failure modes prior to operation of the process.
FMEA number space is given on the top right corner of the document which is
needed for reference.
ITEM space is used for component (or) process to be analysed.
Design Responsibility space is used for the team in-charge of the design or
process , (or) the name and the department of the person responsible for preparing the
document.
Model Number / Year of the component should be included in the space
provided to avoid confusion between similar components.
Key date space is used for initial Due date of FMEA.
FMEA date –original and FEMA date latest revision should be filled.
In the Core team space, the names of the responsible individuals and
departments having authority to perform tasks should be filled up.
Item/Function :
 In this column, the name and code number of the item being analysed is
recorded.
 This function of the item should be entered.
 If the item has more than one function, they should be listed and analysed
separately.
 The environment (temperature. pressure, humidity etc) in which the system
operates should be completely given.
2. Explain briefly above the “bench marking process” ?
There are six steps in benchmarking process which are given below.
1. Deciding what to benchmarking
2. Understanding current performace
3. Planning
4. Studying others
5. Learning from the data
6. Using the findings and taking action.
Deciding what to Benchmark
The initial stage of benchmarking is to determine what to benchmark and against whom to do
so. Improvement to best-in –class levels in some areas will contribute greatly to market and
financial success, where as improvement in other areas will have no significant impact.
Understanding current performance :

Self – analysis is an essential step in effective bench marking. It
is important to know your own processes, products, and services before you attempt to
understand the processes, products, and services of another organization. Because, without the
through knowledge of your own products and processes,you may not realize the extent of your
improvement opportunities.
Planning
Once the internal processes are understood,a benchmarking team should be formed. A
team represents different perspectives,special skills and a variety of business connections. The
team will decide what type of benchmarking to perform, what type of data are to be collected,
and the method of collection.
It is better to find appropriate benchmarking partner may be any person (or)
organization that supplies you with information contacts with the
suppliers,consultants,customers and people within the organization are the gold mines of
information.
Benchmarking planning process requires examination of several outside organization.

Normally a process is divided in to number of sub – processes. A single organization is not
‘best – in – class’ for all studies for all sub-processes. Hence, multiple organizations should be
studied for benchmarking.
Studying Others
For studying other organizations,there are three techniques used.
1. Questionnaires
2. Site visits
3. Focus Groups.
Learning from the Data
The Objective of this benchmarking process is to identify and analyse the gaps
between the best practices and data are useful to identify performance gaps between
benchmarking partners.
The objective of this process is to develop strategies and action plans to bridge the
negative gap. To effect the change, the findings should be communicated to the people within
the organization who can enable 0improvement. The findings should be transformed as goals
and objectives and action plans should be developed to implement new processes.
3. (A) Explain Bench-mark Concept.

Benchmarking is the process of gathering, analyzing and evaluating the world
outside your organization and comparing it to your own. The concept of
benchmarking is shown in fig.
Bench marking Measures performance of ‘best-in-class’ organizations, determines how the best
in class achieve those performance levels and uses the information as the basis for adaptive creativity
and break-through performance.
There are two key elements of benchmarking.

1. Measure performance of best-in –class with numerical values and fix it as a target. Give
numerical value for your own performance and plot it against the target.
2. Now,the managers have to find out reasons why their performance differs
By understanding the differences, the managers are able to organize their improvement efforts
to meet the goal. Hence , benchmarking is used to set the goals and objectives and meet then
by improving processes.
(B) What are the reasons to bench mark ?
1. Benchmarking helps organization to develop their strengths and reduce their

weaknesses.
2. Benchmarking inspires managers and organizations to complete.
3. Benchmarking arouses the organization to be alert whether it has fallen behind the
competiton (or) failed to take advantage of important operating improvements
developed elsewhere.
4. In traditional method, the next year’s performance where as benchmarking allows
goals to be set based on external information.
5. When managers and workers are aware of external information, they are usually
much more motivated to attain the set goals.
6. No one can argue that attaining the new goal is impossiable, since it can be proved
that another organization have already achieved it.
7. Benchmarking is time and cost efficient because benchmarking process involves
imitation and adaptation rather than invention.
8. Benchmarking reduces some of the planning, testing and prototyping effort since it
copies the working model of an improved process.
9. Benchmarking helps to identify the current position of a business and determine
the priorities for improvement.
10. Benchmarking allows comparisons with previous Benchmarking profiles and
against recognized best practices.
11. Benchmarking encourages regular monitoring of process and continuous
improvement.
12. Benchmarking increases the competitiveness of the company by demonstrating
environmental improvements to customers and shareholders.
4. Explain the different types of needs
The Japanese have developed the concept of Quality Function Deployment (QFD). The
Quality Function Deployment (QFD) is a TQM tool which ensures that customer’s
requirements are met throughout the design process and also in the production systems.
QFD is basically a philosophy and a set planning and communication tool that focuses
on customer requirements in coordinating the design, manufacturing and marketing of
goods.
1.Dissatisfiers : are the needs that are expected in a product (or)
service. In a car, safety measures and cushioning seats are known as
dissatisfiers.
These features are generally not stated by customers but assumed as
a given. If they are not present, then the customer will be dissatisfied.
2. Satisfiers : are the needs that customers say they want. Air –
conditioning and Compact Disc player in a car are the examples of
satisfiers. Fulfilling these needs creates satisfaction.
3. Exciters/delighters: are new (or) innovative features that customers do
not expect . Antilock brakes and collision avoidance systems are known
as examples of exciters /delighters. The pressure such unexpected
features leads to high perceptions of quality.
5. a) Explain the Taguchi’s Quality Loss Function
Dr. Genichi Taguchi, a mechanical engineering who has won four Deming awards, has
introduced the Quality Loss Function concept, Which combines cost, target and variation in
one metric with Specifications being of secondary importance. Further more, he Developed
Robust Design in which noise factors are taken into account to ensure that the system
functions correctly.
Taguchi has defined quality as the loss imparted to society from the time a
product is shipped. Societal losses include failure to meet customer requirements,
failure to meet ideal performance and harmful side effects. The various losses due to
production are raw material, energy and labour consumed on unusable products (or) toxic-by –
products. Consider the following example to illustrate loss-to-society concept. There are three
stages in the evolution of polythene bag thickness.
6. What are the major benefits of quality function deployment (QFD).
Quality Function Deployment (QFD)-House of Quality –is an effective

Management tool to drive the design process and production process with the main aim of
satisfying the customer needs. The benefits of QFD are
1. A systematic way of obtaining information and presenting it.
2. Shorter product development cycle.
3. Considerably reduced start-up costs.
4. Fewer engineering changes.
5. Reduced chance of overnights during design process.
6. An environment of team work.
7. Consensus decision.
8. Everything is preserved in writing.
9. It facilitates identification of the causes of customer complaints
and makes it easier to takes prompt remedical action.
10. It is a useful tool for improving product Quality.
11. It is a useful tool for competitive analysis of product quality.
12. It is stabilizes quality.
13. It cuts down on rejects and rework at the production site.
14. It decreases claims substantially.
15. Marketing benefits are obtained by identifying sales point.
7. What is TPM philosophy. Explain the various steps of TPM.
Total Productive Maintenance (TPM) is an extension of the Total

Quality Management (TQM) philosophy to the maintenance Function.
TPM has the following steps:

1. Management should learn the new philosophy of TPM.
2. Management should promote the new philosophy of TPM.
3. Training should be funded and developed for every one in the origination
4. Areas of needed improvement should be identified.
5. Performance goals should be formulated.
6. An implementation plan should be developed.
7. Autonomous work groups should be established.
8. Write the main purposes of FEMA. Explain the 4 stages of FEMA.
Purpose of FEMA
1. FEMA is an analytical technique that combines the technology and

experience of people in identifying various failure modes of a product (or)
process and planning for its elimination.
2. FEMA implemented in both the design and the process areas to identify
potential failure modes and the effect of those on customers.
3. FEMA attempts to detect the potential product related failure modes.
4. FEMA anticipates the causes of failure and prevents from happening.
5. FEMA debugs and prevents problems that may occur in the manufacturing
process
6. FEMA compares the design characteristics relative to the planned
manufacturing (or) assembly methods
7. Corrective action are taken after a failure mode is identified.
8. FEMA provides justification for setting up a process in a certain manner.
9. FEMA is used by engineers to analyse all possible nonconformities and
problems that may arise in a given process (or) with a certain product.
8. What are the Phases of QFD?
Phase 1: Market analysis to establish knowledge about current customer requirements which
are considered as critical for their satisfaction with the product, competitors’ rating for the
same requirements and the translation into product characteristics.
Phase 2: Translation of critical product characteristics into component characteristics, i.e., the
product’s parts.
Phase 3: Translation of critical component characteristics into process characteristics.
Phase 4: Translation of critical process characteristics into production
characteristics, i.e., instructions and measurements.
9.
Draw the
Matrix of QFD?
10. Draw the FMEA Form ?
UNIT V
1. Why do we need a Quality system?
In order to assure the quality of a product, the manufacturer must ensure its
quality. So, to ensure this quality it is necessary to make a systematic study and control
check at every stage of production. It is also essential to take critical review of efforts
and achievements of the company with respect to the quality of the product. Thus it is
necessary to develop a standard quality system.
2. What do you mean by ISO 9000 quality standard?
The ISO 9000 system is a quality management system that can be adopted by
all types of organizations belonging to government, public, private, (or) joint sectors.
The ISO 9000 system shows the way in creating products by preventing
deficiencies, instead of conducting expensive post product inspections and rework.
3. What is two party quality system?
In two party quality system, the supplier of the product (or) service would
develop a quality system that would conform to his standard. The customer would then
audit this system for acceptability. Here the supplier and customer form the two
parties.
4. What is a third party registration system?
In two party registration system – after auditing, it may be found that the
customer’s quality requirements are not met. In order to avoid this and also the cost
incurred in multiple audits, a standard quality system must be developed and audited
by a third party registration system.
5. Name some third party registration system?
The ISO 9000, QS 9000, ISO 14000 and other quality systems are such third
party registration systems that indicate to customers (or) potential customers that the
suppliers has a quality system in place and it is being monitored.
6. Define quality auditing?
The International Organization for Standardization (ISO) defines an audit as a

“systematic and independent examination to determine whether quality activities and
related results comply with planned arrangements and whether these arrangements are
implemented effectively and suitable to achieve objects”.
7. What is the two type’s quality audit?
Quality audit can be classified into two types – internal and external audit.
8. What do you mean by external and internal audit?
An internal audit is conducted by personnel within the organization.
An external audit is conducted by people from the organization such as the

purchasing party (second – party audit ) (or) a certified auditing agency (third – party
audit).
9. How can “Quality audit” be classified on the basis of the area taken into account for
the audit?
1. System Audit
2. Process Audit
3. Product Audit
4. Adequacy Audit
5. Compliance Audit
10. What is the use of QS 9000?
The QS 9000 standard defines the fundamental quality expectations from the
suppliers of production and service parts. The QS 9000 standard uses ISO 9000 as its
base with much broader requirements.
11. What is the use of ISO 14000 standard?
ISO 14000 standard gives the company a background on which to base its
Environmental Management System (EMS). This system can be joined with other
quality standards and can be implemented together to achieve the organizations
environmental targets.
The overall aim of the system is to provide protection to environment and to

prevent pollution.
12.What are the equivalents of various standards in Indian Standards System?
The equivalents of the above standards in Indian Standards System , developed by the Bureau
of Indian Standards are as below:
1.ISO :9000 -IS :14000 –1988

2.ISO :9001 - IS :14001 – 1988
3.ISO :9002 - IS : 14002 – 1988
4.ISO :9003 - IS :14004 – 1989
13.What are the other quality systems?
The other quality systems are AS 9100 used in aerospace industry, ISO/TS
16949, which is called as Quality Systems Automotive Suppliers – Particular Requirements
for the application of ISO 9001, TS 9000 a consolidation of the various quality system
requirements within telecommunications industry , QS 9000 and ISO 14000. Out of these Qs
9000 uses ISO 9000 as its foundation.But its requirements are much broader.
15.What are the steps involved in implementing Quality system?
Systematic implementation of quality system involves the following essential

steps:
1.Initiating total quality management.
2.Planning to achieve objective in a coordinated manner.
3.Orientation of staff.
4.Implementation
5.Monitoring.
6.Consolidation.
16.What is a quality manual?
A quality manual is to be established and maintained.It should include:

1.The scope of the QMS with details and justification for any exclusions.
2.The documented procedure or references to them.
3.A description of the interaction among the QMS processes.
17.What are the essential qualities of a auditor?
An auditor should be adequately qualified and competent to perform quality

audit.He should have received training in auditing principles and processes.To be able to audit
efficiently , the auditor should possess the ability to concentrate on the task entrusted and not
distracted by other activities that are taking place at the same time.He should be objective ,
honest and impartial.
18.What are the resources needed to conduct quality audit?
Auditing necessarily needs considerable resources in terms of finance , facilities and

manpower.The auditing organization , which manages the audit has to provide auditors and
subject matter specialists.The auditee commits his time, personnel, office and local
arrangements for the auditors.
The following are the needs:

1.Human resources
2.Office facilities
3.Logistics , consisting of mode of travel, stay facilities, etc.
4.Appointment of team leader.
19.What are the strengths of ISO 14000?
One of the greatest strengths of ISO 14000 is that it establishes a process that spreads
responsibility and participation to every individual of the organization. It teaches employees
the effect on the environment of their own work duties, how these can be minimized, what the
benefits can be and what negative consequences can be if responsibilities are ignored.
20.What is EMS?
EMS stands for Environment management system, which gives the procedures and
methods to save the industries from pollution.It is more or less an abatement measure of
environment degradation effects caused by industries.
PART B
1.Why do we need a Quality system? Explain?
Organizations -- industrial, commercial or governmental -- supply products intended to satisfy

a customer's needs and/or requirements ... To be competitive and to maintain good economic
performance, organizations/suppliers need to employ increasingly effective and efficient
systems ... Customer requirements are often incorporated in specifications. However,
specifications may not in themselves guarantee that a customer's requirement will be met
consistently, if there are any deficiencies in the organizational system to supply and support
the product. These concerns have led to the development of quality system standards and
guidelines that complement relevant product requirements given in the technical
specifications. The cornerstone of the family is ISO 9000, which clarifies the principal quality-
related concepts, and the distinctions and inter-relationships among them, and provides
guidance for the selection and use of the ISO 9000 family.
In order to assure the quality of a product, the manufacturer must ensure its
quality. So, to ensure this quality it is necessary to make a systematic study and control
check at every stage of production. It is also essential to take critical review of efforts
and achievements of the company with respect to the quality of the product. Thus it is
necessary to develop a standard quality system.
 The quality assurance system should provide for contract review to ensure that customer
requirements are adequately defined and documented and that the company has the capability
to meet these requirements.
 Quality assurance comes from process control. Therefore, quality assurance systems include
documented procedures for production, installation, and service activities; the appropriate
equipment and working environment; methods for monitoring and controlling critical quality
characteristics; approval processes for equipment; criteria for workmanship, such as written
standards, samples, or illustrations; and maintenance activities. Process control also includes
monitoring the accuracy and variability of equipment, operator knowledge and skills, the
accuracy of measurement results and data used, and environmental factors.
 Traditionally, quality assurance was a result of mass final inspection. Heavy reliance on
inspection proliferated because of the industrial revolution and the division of labor. The role
of the inspection department was to seek out defective items in production and remove them
prior to shipment.
 Deming tried to eliminate mass inspection. According to him the true purpose of inspection is
to provide information to control and improve the process effectively.
 Inspection and/or testing is performed at three points in the production process: at receipt of
incoming materials, during the manufacturing process, & upon completion of production.
2.Explain briefly about ISO 9000 Series of standards.
The history of the ISO 9000 family is a story both of success and of misunderstanding.
Anybody trying to implement the ISO norm in an enterprise will be confronted with both these
sides, the latter when middle management start becoming involved. People with no experience
of quality assurance find the ISO norm a bit difficult to handle, or at least hard to understand,
without experience or help. This is not only because of the formal structure of the ISO
standard, but also because of its technical language: even the words "shall", "must" and "have"
are assigned their own specific meanings.
As a first step, it is necessary to understand the history and structure of the ISO norm. ISO
stands for International Organization for Standardization, a Geneva-based worldwide
federation. The ISO 9000 standard was first published in 1987, one of its sources being the
BS5750 series 1979, developed by the British Standard Institution (BSI) on the basis of
existing military standards. The Single European Marketing Directive on Standards and
Certification stipulates that the application of ISO 9000 should be encouraged among its
member countries. In clause 0, the EN ISO 9000-1 states:
Organizations -- industrial, commercial or governmental -- supply products intended to satisfy

a customer's needs and/or requirements ... To be competitive and to maintain good economic
performance, organizations/suppliers need to employ increasingly effective and efficient
systems ... Customer requirements are often incorporated in specifications. However,
specifications may not in themselves guarantee that a customer's requirement will be met
consistently, if there are any deficiencies in the organizational system to supply and support
the product. These concerns have led to the development of quality system standards and
guidelines that complement relevant product requirements given in the technical
specifications.
The ISO 9000 family comprises the following parts:
-- ISO 9000-1: 1994, Quality management and quality assurance standards -- Part 1:
Guidelines for selection and use. Any organization which is contemplating the development of
a quality system should refer to these guidelines.
-- ISO 9000-2: 1993, Quality management and quality assurance standards -- Part 2: Generic
guidelines for the application of ISO 9001, ISO 9002 and ISO 9003. These guidelines should
be consulted when assistance is needed in the implementation of ISO 9001, 9002 or 9003.
-- ISO 9000-3: 1991, Quality management and quality assurance standards -- Part 3:
Guidelines for the application of ISO 9001 to the development, supply and maintenance of
software. These guidelines are not relevant for public employment services.
-- ISO 9000-4: 1993, Quality management and quality assurance standards -- Part 4: Guide
to dependability program management. This guide is not relevant for public employment
services.
-- ISO 9001: 1994, Quality systems -- Model for quality assurance in design, development,
production, installation and servicing. This model is relevant for public employment services
(especially head offices).
-- ISO 9002: 1994, Quality systems -- Model for quality assurance in production, installation
and servicing. This model is relevant for public employment services (especially for local
offices).
-- ISO 9003: 1993, Quality systems -- Model for quality assurance in final inspection and
tests.
-- ISO 9004-1: 1994, Quality management and quality system elements. This provides useful
guidance for public employment services.
-- ISO 9004-2: 1994, Quality management and quality system elements. This also provides
guidance for (public employment) services.
-- ISO 10011-1: 1990 Guidelines for auditing quality systems -- Part 1: Auditing.
-- ISO 10011-2: 1991 Guidelines for auditing quality systems -- Part 2: Qualification criteria
for quality systems auditors.
-- ISO 10011-3: 1991 Guidelines for auditing quality systems -- Part 3: Management of audit
programmes.
-- ISO 10012-1: 1992 Quality assurance requirements for measuring equipment -- Part 1:
Metrological confirmation system for measuring equipment.
-- ISO 10013: 1993 Guidelines for developing quality manuals.
-- ISO/TR 13425: 1993 Guidelines for the selection of statistical methods in standardization
and specification.
-- ISO 8402: 1994 Quality management and quality assurance -- Vocabulary.
ISO standards
 ISO - 9000 - basic quality assurance definitions and guidance
 ISO - 9001 - quality system for design, production, & service
 ISO - 9002 - production and installation
 ISO - 9003 - final inspection
Advantages
 Better documentation
 Greater Quality awareness by employees
 Higher perceived quality in the market
 Reduced customer quality audits
ISO - 14000 series

 focuses on environmental management system that will ensure all operational processes are
consistent and effective and will achieve environmental objectives of the organization.
 a company should review and continually improve its environmental management system,
with the objective of improving its overall environmental performance
QS-9000
 1994- Ford, Chrysler, and GM released QS-9000, an interpretation and extension of ISO-9000
for automotive suppliers.
 QS-9000 applies to all internal and external suppliers of production and service parts and
materials
 QS-9000 not only states what must be done, but often how to do it.
 Registration to QS-9000 requires demonstration of effectiveness in meeting the intent of the
 Registration under QS-9000 standards will also achieve ISO-9000 registration.
The cornerstone of the family is ISO 9000, which clarifies the principal quality-related
concepts, and the distinctions and inter-relationships among them, and provides guidance for
the selection and use of the ISO 9000 family. There is a hierarchy between some of the parts
of the series, so that ISO 9001 contains all the elements of ISO 9002 and ISO 9003, and ISO
9002 contains ISO 9003. Standards applicable to quality assurance in final inspection and tests
are covered in ISO 9003, while ISO 9002 also includes standards applicable to quality
assurance in production, installation and servicing. As indicated above, ISO 9001, in addition,
covers design and development. Clearly, an enterprise that has nothing to do with the design
and development of products and services need not apply ISO 9001. An enterprise that
produces goods or services should aim to apply ISO 9002. When AMS Salzburg decided to
implement the ISO norm, a decision had to be taken on whether implementation of ISO 9002
was enough or whether it would be necessary to refer to ISO 9001. Because there are some
design processes for new services in the organization it was decided to apply ISO 9001.
3. What are clauses in ISO 9001? Explain briefly
. ISO 9001 defines 20 elements necessary for a quality management system, as listed below:
Management Responsibility (Element 1)
The company has to define its commitment to a quality policy, which is understood,
implemented and maintained at all levels of the organization, and to define its quality goals.
Responsibilities and authorities have to be defined and documented. The company must
provide adequate resources and appoint a member of the management as a representative for
quality management. At least once a year, a management review must be held and recorded to
evaluate the quality system.
Quality System (Element 2)
A quality manual, covering all elements of the ISO standard, has to be prepared to document
the quality system. Procedures must be documented and controlled. The company has to
prepare a quality plan to ensure that quality requirements are understood and fulfilled.
Contract Review (Element 3)
The company has to establish and maintain documented procedures for contract review, to
document the customers' requirements and ensure the capability to fulfill the contract or order
requirements. Records of contract review shall be maintained.
Design Control (Element 4)
The company has to establish and maintain documented procedures to control and verify the
design of a new product or service to fulfill customers' requirements. The requirements must
be identified and there must be design reviews, design verification and design validation.
Design changes shall be documented, reviewed and authorized.
Document Control (Element 5)
All documents relevant for quality have to be controlled to ensure that the pertinent issues of
appropriate documents are available at all locations. When necessary, they are to be replaced
by updated versions. Changes shall be reviewed and approved by the same
organization/person that performed the original review or approval.
Purchasing (Element 6)
The company must monitor the flow of purchasing and evaluate the subcontractor's ability to
fulfill specified requirements.
Purchaser Supplied Product (Element 7)
Goods supplied by the customer have to be recorded. It must be ensured that they are
separately controlled and stored to prevent loss or damage.
Product Identification And Traceability (Element 8)
Where appropriate, purchased and delivered products or services must be made traceable
through documentation or batches.
Process Control (Element 9)
All processes of production or service that directly affect quality must be documented and
planned and carried out under controlled conditions to add consistency to the process. Control
of process parameters and product characteristics must ensure that the specified requirements
are met.
Inspection And Testing (Element 10)
The company must ensure receiving inspection and testing, in-process inspection and testing,
and final inspection and testing. These inspections and tests must be recorded.
Control of inspection, measuring and
Test Equipment (Element 11)
The items of equipment used for inspection, measuring and testing must be identified and
recorded. They must be controlled, calibrated and checked at prescribed intervals.
Inspection And Test Status (Element 12)
The status of the product or service must be identified at all stages as conforming or
nonconforming. This is to ensure that only conforming products or services are dispatched or
used.
Control Of Nonconforming Product (Element 13)
The company must establish procedures to ensure that nonconforming products or services are
prevented from unintended use. The disposal of nonconforming products must be determined
and recorded.
Correctional Prevention (Element 14)
Procedures must be established to ensure effective handling of customer complaints and

corrective actions after identifying nonconformities. The cause of nonconformities is to be
investigated in order to prevent recurrence. The corrective action shall be monitored to ensure
its long-term effectiveness. Preventive actions are to be initiated to eliminate potential causes
of nonconformance.
Handling, storage, packaging and
Delivery (Element 15)
Documented procedures must be established to ensure that products are not damaged and
reach the customer in the required condition.
Control Of Quality Records (Element 16)
All records related to the quality system must be identified, collected and stored together. The
quality records demonstrate conformity with specified requirements and verify effective
operation of the quality system.
Internal Quality Audits (Element 17)
The company must establish and maintain documented procedures for planning and
implementing internal quality audits to determine the effectiveness of the quality system. The
comments made by internal auditors must be recorded and brought to the attention of the
personnel having responsibility in the area audited. Follow-up audit activities shall verify and
record the implementation and effectiveness of the corrective action taken.
Training (Element 18)
The company shall establish and maintain documented procedures for identifying training
needs and must have a training record for each employee.
Servicing (Element 19)
Where servicing is a specific requirement, the company must establish and maintain
documented procedures for performing, verifying and reporting that the servicing meets the
specified requirements.
Statistical Techniques (Element 20)
The company must establish and maintain documented procedures to implement and control
the application of statistical techniques which have been identified as necessary for
performance information.
This structure looks very theoretical at first glance, but this is because ISO 9000 stipulates the
elements of a quality management system for any enterprise, irrespective of its branch of
activity. "ISO 9000 is not a prescriptive standard, it does not detail the how but rather the
what. This allows each individual company to define how it intends to comply with the
standard in a way that best suits that company's method of operation".It is possible that some
of the elements are of no relevance or almost no relevance in specific sectors. For example,
elements 11 and 12 are not relevant for AMS Salzburg, and element 15 is only marginally
relevant.
The 20 elements (or the relevant ones) of ISO 9001 must be addressed in a quality manual and
in operational procedures (possibly set out in a procedure manual) which comply with the
standards set in the quality manual. The quality manual defines and documents the quality
policy of the company. It is a statement of the company's intention to pursue a quality policy.
The operational procedures set out the specific way in which ISO 9000 is implemented
throughout the company's business process. Both types of document are required by ISO
9000: 1994. Almost every element of the standard requires records. Besides these, there may
be other documents in the company, for example work instructions, specifications, check-lists,
charts, data sheets, lists, forms and so on. Some of them are used to record events, but they are
not directly required by the ISO norm, which allows the company a great deal of flexibility
regarding whether or not to use such documents. AMS Salzburg, for example, decided to add
work instructions (which define how an activity is performed) to documented procedures, as
work instructions are liable to alteration. In the management of change, it is relatively easy to
replace the work instructions addressed in the operating procedures, without touching the
basic processes.
4.What do you mean by documentation? Explain the Documentation Hierarchy.
ISO 9000 DOCUMENTATION

STRUCTURE
The documentation created for ISO 9000 registration is submitted to the company’s 3rd-party
registrar prior to them visiting the site to conduct the actual audit. In fact, one type of
documentation is used by the registrar to develop the audit plan for your company. Structuring
your ISO 9000 documentation to facilitate the audit process only serves to enhance the
potential for a successful audit. This structuring will also make it easy for you to plan and
monitor your documentation efforts, both for the registration audit and all subsequent
maintenance audits.
DOCUMENT CONTROL AND ISO 9000

Once the documentation structure has been defined and the documentation written, a strategy
for controlling it must be put in place. ISO 9000 requires that documentation must be readily
available to those who need it, be of current issue, and that all obsolete material be completely
removed from the system. The control of documentation, from creation of new material
through to the destruction of obsolete material, presents one of ISO 9000’s biggest challenges.
It is also one of the elements audited by your 3rd-party registrar.
DOCUMENTING ISO 9000

A thorough analysis of each element prior to writing ensures the resulting documentation will
meet ISO 9000’s criteria. Specific characteristics exist for robust Quality Systems, and these
must be clearly established within the organization. Since ISO 9000 registration is not a one-
time occurrence, clearly documented procedures for maintaining a compliant Quality System
must be in place. Historically, companies have produced policy and procedure manuals which,
because they contained corporate policies, where often not made available to all employees.
As a result, the procedures were also not readily available. ISO 9000’s requirement that
procedures be readily available to all persons performing the work usually necessitate the
separation of these procedures from the policy manual Perhaps the biggest stumbling block for
North American businesses is the requirement to clearly define and document the processes
that it uses. Developing documentation that tells HOW we do something is not new to us, but
accurately describing WHAT it is we do is far less common. Most of our existing
documentation is product or department based. ISO looks only at the processes used to create
products, and these generally run across many areas of an organization. We can no longer
write documentation in isolation, the whole organization must be considered when writing
ISO compliant documentation.
WHEN IS ENOUGH, ENOUGH?

One of the complaints often heard about ISO 9000 refers to the large amount of
documentation that is perceived to be required. While procedural documentation is important
to the proper functioning of an effective Quality System, many companies tend to over
document. First and foremost, you must remember that it is your company and the
documentation must fit the company, not the standard.
The ISO 9000 series of Quality Standards does indicate key characteristics of a properly
functioning Quality System, but how they are implemented is the responsibility of the
organization. ISO documentation must reflect what the company does, not what it thinks the
ISO auditor will want to hear. In determining whether procedural documentation is required,
look at the skill sets of the people performing the task as well as any unique requirements the
company may have for completing the task. In many cases, documentation will not be required
because there is no unique process and/or the person has been trained in how to complete the
task.
5.What do you mean by quality audit? Explain the types of audit.
This chapter describes the types of audits that government and nongovernmental audit
organizations conduct and those organizations arrange to have conducted, of government
organizations, programs, activities, functions, and funds. This description is not intended to
limit or require the types of audits that may be conducted or arranged. In conducting these
types of audits, auditors should follow the applicable standards included and incorporated in
the chapters, which follow.
All audits begin with objectives, and those objectives determine the type of audit to be
conducted and the audit standards to be followed. The types of audits, as defined by their
objectives, are classified in these standards as financial audits or performance audits.
Audits may have a combination of financial and performance audit objectives or may have
objectives limited to only some aspects of one audit type. For example, auditors conduct audits
of government contracts and grants with private sector organizations, as well as government
and nonprofit organizations, that often include both financial and performance objectives.
These are commonly referred to as "contract audits" or "grant audits." Other examples of such
audits include audits of specific internal controls, compliance issues, and computer-based
systems. Auditors should follow the standards that are applicable to the individual objectives
of the audit.
The internal audits were carried out by the Managing Director and the quality system
representative, who drew up the audit plan, the audit check-list and the formats for the audit
report and for the reports by the regional office experts on their particular fields. The
Managing Director and the quality system representative audited the local offices in respect of
the quality system and the departments of the regional office in every respect. The experts
audited the local offices in respect of their particular business areas. The objective of the audit
was to verify that quality activities and related results comply with the definitions given in
operating procedures and work instructions, and to determine the effectiveness of the quality
system. The internal audit was announced several days before it took place, and all the
required records (see the check-list below) were delivered. The first audits focused on
documents control as a basis for the first stage in implementing the ISO norm. We then had to
look closely into the question of whether the operating procedures were in conformity with
actual processes and were appropriate. Nonconformities were noted and recorded, but it was
astonishing that the quality system worked so well despite the short duration of
implementation. We made two audits before the assessment to ensure that corrective action
could be taken, and that approach was effective in ensuring that AMS Salzburg was in good
shape to face the assessment.
An example of an internal quality audit check-list
Audit
notification/program 0
carried out
Service order carried out 0
External service plan

0
carried out
Audit check-list available 0
Deficiency report form

0
available
Audit report form

0
available
Last audit report available 0
Pending deficiency report

0
available
Introductory discussion 0
Previous deficiencies and

corrective measures 0
discussed
Completed list of
0
participants
Audit plan discussed 0
Audit
questions/inspection 0
carried out
Deficiency report
0
completed
Audit report completed 0
Final discussions 0
Report signed 0
6.Explain the concepts of ISO 14000.
ISO - 14000 series

 Focuses on environmental management system that will ensure all operational
processes are consistent and effective and will achieve environmental objectives of the
organization.
 A company should review and continually improve its environmental management
system, with the objective of improving its overall environmental performance
Section 3.5 of ISO 14001 defines an environmental management system as "the part of the
overall management system that includes organizational structure, planning activities,
responsibilities, practices, procedures, processes, and resources for developing, implementing,
achieving, reviewing, and maintaining the environmental policy. " Although ISO 14001 was
developed independent of ISO 9000 to fulfill environmental rather than quality needs.
An EMS is a structured plan to address the impacts a company or organization has on the
environment. The EMS is implemented and checked to ensure that plan goals are being met.
With the plan being revised to meet new goals, the EMS can guide a company toward
continual environmental improvement.
A basic condition for any EMS is compliance with applicable environmental laws, regulations,
and permits. An effective EMS goes beyond compliance to provide an organization with a
systematic approach to the development, implementation, and maintenance of an
environmental policy.
Through planning, implementation, checking, management review, and continual

improvement, organizations become more effective and efficient in the management of their
activities and the impacts of those activities on the environment.
In response to widespread acceptance of the ISO 9000 quality management standards and to
the proliferation of various environmental management systems, the International
Organization for Standardization formed Technical Committee (TC) 207 to begin
development of the ISO 14000 series of environmental management standards in 1992. As TC
207 carefully crafted the draft EMS standard (ISO 14001), companies around the world began
to assess their existing environmental systems to learn what changes would be needed to meet
ISO 14001.
Because many companies in the United States had not been prepared to step up to ISO 9000 in
the early 90s and had to struggle to catch up with their European and Asian counterparts, U.S.
companies are now carefully tracking the increase of certifications to ISO 14001. While there
are relatively few EMS certifications in the U.S., many savvy companies are aligning their
environmental management systems to conform to ISO 14001.
7.What are the benefits of ISO 14000?
The ISO 14001 standard provides specific requirements for an EMS and shares some common
management system principles with the ISO 9000 series of standards, including the "plan-do-
check-act model" mentioned above and the requirement for top management commitment.
The basic focus of the ISO 14000 series of standards is environmental protection, while the
ISO 9000 series of standards focuses on quality and customer needs.
It should be noted that ISO 9000 is not a prerequisite for ISO 14001, although companies that
have both have successfully integrated the two management systems.
An effective EMS provides many benefits to the implementing organization, its customers and
stakeholders, and to regulators, including:
 Reduced environmental risk.

 Proactive environmental management.
 Improved employee environmental awareness and performance.

 Increased operating efficiency and cost-effectiveness.
 Enhanced relationships and communication with employees, regulators, and
stakeholders.

Quality Management Fundamentals

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Quality Management Fundamentals

Загружено:

Авторское право:

Доступные форматы

WWW.VIDYARTHIPLUS.

Quality is defined as the degree to which a set of inherent characteristics fulfills

It is also defined as the degree of excellence a product or service provides.

2. What are the dimensions of Quality?

8. Aesthetics – Sensory characteristics such as exterior finish.

3. Define Quality planning.

4. What are the steps in Quality planning?

5. Define Quality cost.

6. What are the types of quality cost?

7. What is total quality cost?

8. Define activity based costing.

9. What is trend analysis?.

10.Define Pareto analysis?

11. Define TQM?

12. What are the Points in Deming’s Philosophy?

1. Create constancy of purpose for improvement of products and service.

2. Adopt a new philosophy: we are in a new economic age.

3. Cease dependence upon inspection as a way to achieve quality.

4. End the practice of awarding business based on price tag.

6. Institute training on the job.

7. Institute improved supervision (leadership)

8. Drive out fear.

9. Break down barriers between departments.

11. Eliminate numerical quotas.

13. Institute programs for education and retraining.

13. Define Vision Statement?

14. Define Mission Statement?

15. Define Quality Policy?

16. What is strategic planning ?

The basic steps of strategic planning are.

17. What are the barriers to TQM ?

10. Remove road block

19. What is quality council ?

20. What are the six basic concepts of T.Q.M ?

1. Explain the various dimensions of quality with examples.

1. Performance – Primary product characteristics such as the brightness of the picture.

The dimensions of quality in respect of a service are as follows:

Time – This is the duration up to which a customer is made to wait.

2. Explain Quality Planning.

 Various steps in Quality planning are

i) Establishing Quality goals

Functions of Quality planning

Different functions of Quality planning are

i) Preparation, issue and updating of guidelines in quality assurance.

ix) Collaborating with suppliers or vendors for assessing their capability.

3. Explain the quality cost in detail?

 Provide quality cost information to enable informed, effective decision-making related to

4. Explain the quality cost model :

4. Vendor development cost

b. Appraisal cost give the degree of conformance to quality requirements.These costs

5. Explain the Evolution of TQM?

6. Explain the Deming’s Philosophy?

6. Institute modern methods of training on the job.

7: Institute modern methods of supervision of production workers. The responsibility of foremen

11. Eliminate work standards that prescribe numerical quotas.

13. Institute a vigorous program of education and retraining.

7. Explain the ``Barriers to TQM?

14. Inappropriate conditions for implementing TQM

8. Explain the LEADERSHIP: and its concepts?

Habit 1 Be Proactive: Principles of Personal Vision

Habit 2 Begin with the End in Mind: Principles of Personal Leadership

Habit 3 Put First Things First: Principles of Personal Management

Habit 4 Think Win/Win: Principles of Interpersonal Leadership