MECH, GEC BVN. (NOTES): BY SURAJ .Y.

BUREAU OF INDIAN STANDARDS

The Bureau of Indian Standards (BIS), the National Standards Body of India, is a statutory body set up
under the Bureau of Indian Standards Act, 1986 Or it is a body set up under bis act 1986 which work on
law established by the legislative.

BIS is responsible for formulating National Standards.

It comprises of members representing the Industry, Consumer Organizations, Scientific & Research
Institutes and Professional Bodies, Technical Institutions, Central ministries, State Governments and
Members of Parliament.

WORK OF BIS:
1. STANDARDS FORMULATION
2.1 Indian Standards are formulated keeping in view national priorities, programmes for industrial
development, technological needs, export promotion, consumer welfare, health, safety, etc. So far over
17000 standards have been formulated in different technology areas.

2. CERTIFICATION
3.1 Product Certification - The product certification scheme is basically voluntary in nature and aims at
providing quality, safety and dependability to the ultimate customer. Conformity is ensured by regular
surveillance {close watch}visit &surprise inspections and testing of samples, drawn both from the factory
and the market.

3.2 ECO MARK - The Government of India had instituted a scheme in February 1991 known as ECO
mark Scheme for labeling environment friendly products
3.3 QUALITY MANAGEMENT SYSTEMS CERTIFICATION (ISO 9000) - BIS is a national agency
authorized to operate Quality Systems Certification in India. It has adopted ISO 9000 series of standards
as IS 9000 series Indian Standards, and aligned the procedure for operation of Quality Systems
Certification, based on international criteria and is comparable to any other such systems being operated.

3.4 EMS Certification - With the growing concern for environment friendly industrial activity, ISO 14000
series of standards have been developed. BIS, after adoption of these standards as national standards,
has launched Environment Management System (EMS) Certification .
(IS / ISO : 14001).

3.5 HACCP Certification - BIS launched HACCP (Hazard Analysis Critical Control Points) based Quality
System Certification Scheme as per the requirements of IS 15000 : 1998 standard (equivalent to Codex
ALINORM 97 / 13A).

3.6 HALLMARKING OF GOLD JEWELLERY - In order to protect consumers against victimization of

irregular gold quality. Hallmarking of gold jewelry was launched under BIS Act, 1986. This scheme is
voluntary in nature.

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

3. LABORATORY TESTING, CALIBRATION AND MANAGEMENT

4.1 The Bureau has a chain of laboratories located in different parts of the country for conformity testing
of certified products and samples offered by applicants for grant of license which is an essential feature of
BIS Certification System. Modernization of BIS Laboratories has also been taken up.

4 STANDARDS PROMOTION
For a wider adoption of Indian Standards by the industry, organized purchaser, statutory bodies and
universities, BIS has formulated a plan which emphasizes on :
- Development of complementary level of standardizaton, namely, company standardization
and association level standardization
- Effective implementation of standards through sectoral
committees, such as, steel, food, textiles, information technology, automotives and power.
- State Level Committees on Standardization and Quality Systems to ensure better
implementation of Indian Standards.
- Greater interaction with public and private sector undertakings
- Bulk public purchases based on standards and standard marked products
- Use of standards in education systems
- Intensified media campaign to create awareness

5. INTERNATIONAL COOPERATION
BIS as a founder member of International organization for Standardization (ISO) continues to take an
active part in international standardization.
6. NATIONAL TRAINING INSTITUTE
to provide training in the field of standardization, quality control, quality management system,
environmental management system, laboratory management, etc. to industry personnel, the National
Institute of Training for Standardization and Quality Management has been set up. A large number of
participants from many developing countries have been trained in several such programs.

8. BIS AND CONSUMERS

8.1 Service to consumers and creating quality consciousness among them BIS has set up a Consumer
Affairs and Public Grievances Department at Headquarters. Nominated Public Grievance Officers at
Regional and Branch Offices to deal with consumer complaints against BIS services and ISI marked
products

8. ENFORCEMENT
Complaints on misuse of Standard Mark are investigated by the Enforcement Department and
appropriate legal action is taken.

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The Deming Prize

The Deming Prize is Japan’s national quality award for industry. It was established in
1951 by the Japanese Union of Scientists and engineers (JUSE) and it was named after W.
Edwards Deming.
He brought statistical quality control methodology to Japan after W.W.II. The Deming Prize is
the world’s oldest and most prestigious of such awards.
Its principles are a national competition to seek out and commend those organizations making
the greatest strides each year in quality, or more specifically, TQC.
The prize has three award categories. They are
Individual person,
the Deming Application Prizes,
and the Quality Control Award for factory.
The Deming Application prizes are awarded to private or public organizations and are
subdivided into small enterprises, divisions of large corporations, and overseas companies. There
are 143 companies who won the prize. Among them, only once has the Deming Prize been
awarded to a non-Japanese company: Florida Power and Light in 1989.

suraj_mech08@yahoo.com

Check list of application for Deming Award
Item Particulars
1. Policy 1. Policies pursued for management
quality, and quality control
2. Method of establishing policies
3. Justifiability and consistency of policies
4. Utilization of statistical methods
5. Transmission and diffusion of policies
6. Review of policies and the results
achieved
7. Relationship between policies and long-
and short-term planning
2. Organization and 1. Explicitness of the scopes of authority
its Management and responsibility
2. Appropriateness of delegations of
authority
3. Interdivisional cooperation
4. Committees and their activities
5. Utilization of staff
6. Utilization of QC Circle activities
7. Quality control diagnosis
3. Education and 1. Education programs and results
Dissemination 2. Quality- and control-consciousness,
degrees of understanding of quality
control
3. Teaching of statistical concepts and
methods, and the extent of their
dissemination
4. Grasp of the effectiveness of quality
control
5. Education of related company
(particularly those in the same group,
sub-contractors, consigness, and
distributers)
6. QC circle activities
7. System of suggesting ways of
improvements and its actual conditions
4. Collection, 1. Collection of external information
Dissemination and 2. Transmission of information between
Use of Information divisions
of Quality 3. Speed of information transmission (use
of computers)
4. 4. Data processing statistical analysis of
information and utilization of the results
5. Analysis 1. Selection of key problems and themes
2. Propriety of the analytical approach
3. Utilization of statistical methods
4. Linkage with proper technology
5. Quality analysis, process analysis
6. Utilization of analytical results
7. Assertiveness of improvement
suggestions
MECH, GEC BVN. (NOTES): BY SURAJ .Y.
Item Particulars
6. Standardization 1. Systematization of standards
2. Method of establishing, revising, and
abolishing standards
3. Outcome of the establishment, revision, or
abolition of standards
4. Contents of the standards
5. Utilization of statistical methods
6. Accumulation of technology
7. Utilization of standards
7. Control 1. Systems for the control of quality and such
related matters as cost and quantity
2. Control items and control points
3. Utilization of such statistical control
methods as control charts and other
statistical concepts
4. Contribution to performance of QC circle
activities
5. Actual conditions of control activities
6. State of maters under control
8. Quality 1. Procedure for the development of new
Assurance products and services (analysis and
upgrading of quality, checking of design,
reliability, and other properties)
2. Safety and immunity from product
liability
3. Customer satisfaction
4. Process design, process analysis, and
process control and improvement
5. Process capability
6. Instrumentation, gauging, testing, and
inspecting
7. Equipment maintenance, and control of
subcontracting, purchasing, and services
8. Quality assurance system and its audit
9. Utilization of statistical methods
10. Evaluation and audit of quality
11. Actual state of quality assurance
9. Results 1. Measurements of results
2. Substantive results in quality, services,
delivery time, cost, profits, safety,
environments, etc.
3. Intangible results
4. Measures for overcoming defects
10. Planning for the 1. Grasp of the present state of affairs and
Future the concreteness of the plan
2. Measures for overcoming defects
3. Plans for further advances
4. Linkage with the long-term plans
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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

Baldrige Award
The Baldrige Award was established in 1987 to promote quality awareness, understand
the requirements for quality excellence, and share information about successful quality strategies
and benefits.
There are three eligibility categories:
manufacturing,
services,
and small firms.
Unlike the Deming Prize, public or not-for-profit organizations are not qualified. Also, there is
no category in which all applicants that satisfy a given level of performance receive a quality
prize
. Since its foundation, there are only five companies who received this prize. According to its
principles, the role of quality data collection and analysis as the basis for managerial decisions is
paramount. Furthermore, quality efforts should not concentrate only on the elimination of defects
but also encompass creative activities that will influence customer satisfaction. Among Baldrige
winners, there are no service companies.

Check list of application for Malcom Baldrige National Quality Award

Maximum score Percentag

e of sub-
total

1.0 Leadership 150 15%

1.1 Leadership of top-ranking managers 50
1.2 Policy 30
1.3 Management control system and quality improvement process 30
1.4 Allocation and utilization of resources 20
1.5 Responsibility to society 10
1.6 Unique and creative leadership technique 10
2.0 Information and analysis 75 7.5%
2.1 Utilization of analysis technique or system 15

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

2.2 utilization of information about product quality and servicing quality 10

2.3 Customer data and analysis 20
2.4 Analysis of quality and data of subcontractor 10
2.5 Analysis of quality and data of distributor or sales agent 10
2.6 Employee-related data and analysis 5
2.7 Unique and innovative analysis of information 5
3.0 Quality of strategy planning 75 7.5%
3.1 Operation target and strategy target 20
3.2 Function of planning 20
3.3 Quality improvement plan 30
3.4 Unique and innovative planning for strategy 5
4.0 Utilization of human resources 150 15%
4.1 Control and operation 30
4.2 Quality-consciousness and participation of employees 50
4.3 Training and education concerning quality 30
4.4 Personnel assessment, motivation, award system 30
4.5 Unique and innovative strategy concerning utilization of human resource 10
5.0 Quality assurance of product and servicing 150 15%
5.1 Reflection of customer’s opinion on product and servicing 20
5.2 Development of new product and new servicing 20
5.3 Design of new product and new servicing 30
5.4 measurement, standardization, data system 10
5.5 Engineering 10
5.6 Audit 15
5.7 Recording 10
5.8 Safety, health and sanitation, environment 10
5.9 Assurance/effectiveness 15
5.10 Unique and innovative approach to quality assurance of product and servicing 10
6.0 Result of quality assurance of product and servicing 100 10%
6.1 Reliability and achievement of product and servicing 25
6.2 Reduction of scrap, rework, rejection concerning product and servicing 20
6.3 Reduction of complaint and claim suit concerning quality 25
6.4 Reduction of assurance- or site-related assistance operation 20
6.5 Innovative index and economic gain for quality improvement 10
7.0 Customer satisfaction 300 30%
7.1 Quality of product and servicing from customer’s viewpoint 100
7.2 Comparison of competitiveness of product and servicing 50
7.3 Customer servicing and countermeasure for complaint 75
7.4 Assurance from customer’s viewpoint 50
7.5 Unique (or innovative) technique to grasp customer satisfaction 25
Total 1000 100%

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

Comparison of the Deming Prize and Baldrige Award

Topic Baldrige Award Deming Prize

Definition of “customer-driven quality” it views quality “conformance to specifications” it views

Quality as defined by the customer quality as defined by the producers
Primary Focus customer satisfaction and quality statistical quality control

Overall quality of management management of quality

Approach
Purpose promote competitiveness through total promote quality assurance through statistical
quality management techniques

Types of manufacturing, service and small business essentially private or public manufacturing
Organization
Orientation 60% result, 40% process 60% process, 40% results

Scoring Weight different weight for each criteria equal weight in 10 criteria

Consideration less concern concern in productivity, delivery, safety, and

environment
Information heavily concern less concern
Management
Continuous of N/A Japan Quality Control Medal
the award
Winners Maximum of two per category All firms meeting standard

Scope U.S. firms only Firms for any country

Applications $2500 and 75 pages packet 1000 pages and one year working with
consultant from the union of Japanese
Scientist & Engineers
Grading time six months one year

First Award 1987 1951

Sponsor National Institutes Standards and Union of Japanese Scientists and Engineers
Technology

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

Quality Control could be defined as the way in which quality in a product is guaranteed.
During manufacture there are many stages where the item being manufactured could be damaged or
some part of its construction not be done well.

The stages of the manufacturing process are therefore usually well planned so that the critical points of
production can be analysed allowing the item to be checked at those points

Examples of quality control activities include ITEAM CLOSE reviews and the testing process.

QUALITY ASSURANCE is based on the simple principle that if a product is to be sold and the
manufacturer is to retain its credibility - and above all its customers' confidence - then the goods it makes
must be of a sound quality and fulfil the purpose for which they had been designed. This fitness for
purpose is really a key to judging whether Quality assurance has been maintained.

Quality Assurance refers to the process used to create the ITEAM, and can be performed by a manager,
client, or even a third-party reviewer.

Examples of quality assurance include process checklists and project audits

Quality Assurance is the result of careful planning and structuring of the processes needed
to ensure customers are satisfied with the product, whatever that may be, whilst Quality
Control is the means by which a company will actually achieve their goal of QA.

ISO STANDARDS

ISO 9001 and ISO 14001 in brief

 ISO 9001 and ISO 14001 are among ISO's most well known standards ever.
 They are implemented by more than a million organizations in some 175
countries.
 ISO 9001 helps organizations to implement quality management.
 ISO 14001 helps organizations to implement environmental management.

ISO 9001 and ISO 14001 are generic standards.

Generic means that the same standards can be applied:

 to any organization, large or small, whatever its product or service,

 in any sector of activity, and
 whether it is a business enterprise, a public administration, or a
government department.

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

Quality management

 ISO 9001 is for quality management.

 Quality refers to all those features of a product (or service) which are
required by the customer.
 Quality management means what the organization does to
 ensure that its products or services satisfy the customer's quality
requirements and
 comply with any regulations applicable to those products or services.

 Quality management also means what the organization does to

 enhance customer satisfaction, and

 achieve continual improvement of its performance.

 ISO 9001 is the standard that gives the requirements for a quality
management system.

 ISO 9001:2008 is the latest, improved version.

 It is the only standard in the ISO 9000 family that can be used for
certification.
 There are 16 other standards in the family that can help an organization
on specific aspects such as performance improvement, auditing, training…

Environmental management

 ISO 14001 is for environmental management. This means what the

organization does to:
 minimize harmful effects on the environment caused by its activities,
 to conform to applicable regulatory requirements, and to
 achieve continual improvement of its environmental performance.
 ISO 14001 is the standard that gives the requirements for an
environmental management system.
 ISO 14001:2004 is the latest, improved version.
 It is the only standard in the ISO 14000 family that can be used for
certification.
 The ISO 14000 family includes 21 other standards that can help an
organization specific aspects such as auditing, environmental labelling,
life cycle analysis…

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

Business Excellence Model:

The business excellence model is a tool, which has a set of criteria using which the organization
can improve performance on the critical factors that can drive their business to success

Why organizations should have a Business Excellence model

1) Highly competitive environment

2) To achieve Companies Mission & Vision
3) To achieve excellent Business results & Customer delight
4) To improve brand image
5) CEO's Passion for excellence
6) To build a great organization
7) To achieve break-through improvements

Business excellence model is the means of achieving all the above. Organisations can develop
a customized business excellence model and/or adopt one or more of the below mentioned
concepts.

1) Hoshin Kanri (policy deployment)

2) TQM
3) Deming award model
4) MNBQA model
5) Six Sigma
6) Lean
7) TPM
8)CII - Exim or EFQM
9) Balanced scorecard
10)SEI-CMMI/PCMMI

TATA BUSINESS EXCELLENCE MODEL:

The quality movement in the Tata group is defined by a framework known as the Tata Business
Excellence Model (TBEM), which has been adapted from the renowned Malcolm Baldrige
archetype. The model works under the aegis of Tata Quality Management Services (TQMS), an
in-house organisation mandated to help different Tata companies achieve their business
objectives through specific processes. These processes which have come to characterise the Tata
way of enhancing and conducting its business endeavours — essentially relate to two factors:
business excellence and business ethics.

The TBEM methodology comprises a set of questions that applicant Tata companies have to
answer. Its main objectives are to enhance value to customers and contribute to marketplace
success; maximise enterprise-wide effectiveness and capabilities; and deliver organisational and
personal learning.

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

The core values and concepts of TBEM are embodied in seven categories:

Leadership

strategic planning;

customer and market focus;

measurement, analysis and knowledge management;

human resource focus;

process management;

and business results.

The TBEM system focuses on certain key areas of business performance: customer-focused
results; product and service results; financial and market results; human resource results;
organizational effectiveness results; governance and social responsibility results.

QUALITY AUDITS:

OBJECTIVE:

• Determination of Compliance with specified Requirements

• Identification of Weakness
• Management Tool for Improvement

TYPES:

1st PARTY INTERNAL

2nd PARTY EXTERNAL

3rd PARTY EXTRINSIC

PRODUCT PROCESS

SERVICE SYSTEM

QUALITY FINANCIAL

ENVIRONMENTAL.

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

1ST PARTY INTERNAL

• Required by ISO and Other Standards

• Any Trained personnel can be used
• Documentation Awareness
• Timing / Timescales easily adjusted to suit individuals
• Advice / Assistance with corrective actions
• Must not replace responsibility for Quality

2nd PARTY EXTERNAL

• Supplier or Sub-Contractor approval

• Quality Personnel-Role
• Choice of Standards
• Timing / Timescales more important
• Team Leader’s Authority
• The power of the contract

3rd PARTY EXTRINSIC

• Totally Independent
• International / National Standards
• Qualified or Registered Assessors
• Timing / Timescales very important
• Team Leader only Recommends

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MECH, GEC BVN. (NOTES): BY SURAJ .Y.

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 MECH, GEC BVN. (NOTES): BY SURAJ .Y.

HISTORY OF QUALITY MANAGEMENT.

In the early 1900s, the beginning of Factory Productions, the final

products were inspected for the purpose of accepting or rejecting the
same. During these times, in his list of basic areas of manufacturing
management, F. W. Taylor, emphasized on quality by including Product
Inspection into it. Radford’s was of the view of involving quality
consideration early in the product design stage and also to connect-
together Quality, Productivity and Costs.

In 1924, Walter Shewhart introduced ‘Statistical Process Control (SPC)’

by means of ‘Control Charts’ in order to keep a control over
production. After five years or so, Dodge & Romig introduced Acceptance
Sampling Inspection Tables popularly known as Dodge-Romig Tables. The
concept of SPC found a little acceptance in the Manufacturing Industry
till 1940s.

Historically, Second World War remarkably increased the importance of

Quality Control. W. Edward Deming introduced SQC in Japanese Industry.
This resulted in creation of a quality manufacturing facilities in
Japan. The devastated country in this Second World War posed a tough
competition to other leading nations in the area of manufacturing,
especially the American Manufacturing Firms.

After this war, in the mid-twentieth century, professionals and

engineers in the industry hugely benefited by the American Universities
in terms of training in quality control. This has seen the emergence of
‘Quality Assurance’ evolved out of this development taken place around
‘Quality Control’ concept. At about the same time, Joseph Juran began
his `Cost of Quality’ approach, emphasizing accurate and complete
identification and measurement of Costs of Quality, In the mid 1950s,
Armand Fiegen Baum proposed Total Quality Control which enlarged the
focus of Quality Control from manufacturing to include Product Design.

During the 1960s, the concept of “Zero-defects” gained favor. Philip

Crosby, who was the champion of “Zero defects” concept focused on
employee motivation and awareness. In this decade from 1950 to 1960;
quality control and management became synonymous with the growth of
Industrial Revolution in Japan.

In the 1970s, Quality Assurance methods were used in services such as government operations, health care, banking etc. During
this period the world started importing heavily from Japan including America and European countries. In the late 1970s, there
was a dramatic shift from quality assurance to a strategic approach to quality. The `reactive’ approach of finding and correcting
defectives in products manufactured was changed to a pro-active’ approach of focusing on preventing defects from recurring
altogether. During the same period ‘British Standards’ (BS 5750) emerged along with ISO 9000 Standards of Quality.

In late 1980s, Total Quality Management (TQM) gained a lot of popularity even outside Japan and became the main theme
revolving around the concept of Quality Control. In the twenty first century the concept of quality has been gathering a
total or gross approach in terms of ‘Business Excellence’.

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