Total Quality Management (May June 2013)

1. List any four dimensions of Quality

Dimensions of quality

1.
2.
3.
4.
5.
6.
7.
8.
9.

Performance
Features
Conformance
Reliability
Durability
Service
Response
Aesthetics
Reputation

Fulfilment of primary requirement

Additional things that enhance performance
Meeting specific standards set by the industry
Consistence performance over a period of time
Long life and less maintenance
Ease of repair, guarantee, and warranty
Dealer customer relationship, human interface
exteriors, packages
Past performance, ranking, branding

2. Mention the barriers involved in TQM implementation.

Barriers in TQM Implementation
Lack of commitment from top management avoiding training for self and employees, meetings
Lack of employee involvement particularly at managerial level, supportive attitude, trust
Lack of team work Co-operation and co-ordination within workers.
Lack of customer oriented approach Know the customer need, demand, taste, shortcomings
Lack of attention to feedback and complaints
Supplier control in terms of materials, cost, quality, delivery etc
Review quality procedures up gradation, correct past errors. Learn from experience

3. Differentiate between empowerment and delegation.

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.
Delegation is the assignment of responsibility or authority to another person (normally from a
manager to a subordinate) to carry out specific activities. It is one of the core concepts
of management leadership. However, the person who delegated the work remains accountable for
the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is
a shift of decision-making authority from one organizational level to a lower one.
4. List the key elements of supplier partnering
Key Elements in Partnering

1. Long-term commitment
2. Trust
3. Shared vision
5. State the principle of Pareto Analysis
Pareto Principle: The Pareto concept was developed by the describing the frequency distribution of
any given characteristic of a population. Also called the 20-80 rule, he determined that a small
percentage of any given group (20%) account for a high amount of a certain characteristic (80%).

6. What are the stages of six sigma?

7. What is Quality circle?

Also known as Quality Control Circle (QCC).

It is a small, voluntary group of employees and their supervisor(s), comprising a team of 6
to 10 members from within same work area or doing similar works, that meet regularly to
solve problems relating to their job scope or work place.
It is a participative management system in which workers make suggestions and
improvements for the betterment of the company.

8. How will you calculate OEE?

Equipment effectiveness is measured as the product of the decimal equivalent of
the three previous metrics using the equation
EE = A X E X R
Availability A = (T/P) X 100
T- Operating time (P-D)
P- Planned operating time
D-Down time
Performance efficiency E = (C*N/T) X 100
C-Theroetical cycle time
N-Processed amount (quantity)
Rate of quality products R = (N-Q/N)X100
Q-Non conformitites

9. Specify the objective of Quality policy.

It is guide for everyone in the organi zation as to how they sho uld provide products and
services to the customers.
Common characteristics are
1. Quality is first among equals
2. Meet the needs of the i nternal & external customers
3. Equal or exceed competition

10. What are the objectives of ISO 9000 standards?

Part B.
11. (a) (i) write the fourteen steps of Demings philosophy quality, productivity and
competitiveness
Demings 14 Points Summarised

Create constancy of purpose and continual improvement

Adopt the new (Japanese) philosophy by management and workers alike.
Do not depend on (quality) inspection build quality into the product and process
Choose quality suppliers

Improve constantly to reduce variation in all aspects

Training on the job for workers and management.
Leadership not supervision to get people to do a better job, not just meet targets.
Eliminate fear encourage two-way communication, encourage employees
Break down internal barriers departments are internal customers
Eliminate slogans (exhortations) processes make mistakes not people.
Eliminate numerical targets management by objectives not numbers
Remover barriers to worker satisfaction including annual appraisals
Encourage self improvement and education for all
Everyone is responsible for continual improvement in quality and productivity
particularly top management

(ii) What are quality statements? Explain with examples.

VISION STATEMENT :
It is a short declaration of what an organization aspires to be tomorrow.
Example :
Disney Theme Park - Happiest place on earth
Polaroid - Instant photography
Successful visions provide a guideline for decision making
MISSION STATEMENT :
It answers the following questions
Who we are?
Who are the customers?
What we do?
How we do it?
It describes the function of the organization. It provides a clear statement of purpose for employees,
customers & suppliers
A simpler mission statement is
To meet customers transportation and distribution needs by being the best at moving their goods
on time, safely and damage free
- National Railways
QUALITY POLICY STATEMENT :
It is guide for everyone in the organization as to how they should provide products and services to the
customers.
Common characteristics are
Quality is first among equals
Meet the needs of the internal & external customers
Equal or exceed competition
Or

(b) (i) Explain in detail the Jurans quality plaiming road map.
Juran Trilogy
The Trilogy consists of three sequential and logical groups of activities:
o Quality Planning
Quality Control
Quality
Improvement All three processes are
universal
1. Applied to a particular process

2. Performed by top management or by middle management

Juran Trilogy: A systematic and comprehensive system for break-through quality improvements
Quality Defined: meet customer needs and freedom from deficiencies
Trilogy Components
1. Quality Planning discover customer needs and deficiencies and design adequate
processes
2. Quality Control -- compare actual performance to goals and take action on the
differences
3. Quality Improvement -- the attainment of unprecedented levels of performance
(ii) Review the history of TQM chronologically
Historical Review of TQM Industrialisation led to mass production in which it led to the
concept of one product at a time to the assembly line of production. Though workmanship was affected
but mass production led to more job and reduction in cost of the product and increase in quality,
reduction of defects etc.
1924 After WWI, W.A. Sherwat of Bell Telephone statistical chart for the control of various.
Concept of sample tests were followed. It was a failure in the initial stages.
1946 ASQC American Society for Quality Control, now ASQ. Frequent meetings,
conferences and publications were made to public.
1950 W.Edwards Demings his guidance and lecture to Japan engineers transformed quality
concepts in the organisation. His cycle ACT-PLAN-DO-CHECK
1954 Joseph M.Juran Concept of efficient and productive. Juran Trilogy Quality planning
Quality Control Quality Improvement
1960 Quality control circles was formed. Zero defects concepts
1970 Reactive approach to proactive approach. Shift from Japan to USA
1980 SPC Statistical Process Control. Concepts of parameter and tolerance. Experiments
1990 Concepts of certification of ISO, CMM etc
2000 six sigma concept - Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter
used to represent standard deviation in statistics) from mean. Six Sigma methodology provides the
techniques and tools to improve the capability and reduce the defects in any process.

2. (a) p (i) Discuss the roles to be played by

implementation of KEIZEN.

the employees for an effect

"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for small
improvements, but carried out on a continual basis and involve all people in the organization.
Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The
principle behind is that "a very large number of small improvements are move effective in an
organizational environment than a few improvements of large value. This pillar is aimed at reducing
losses in the workplace that affect our efficiencies. By using a detailed and thorough procedure we
eliminate losses in a systematic method using various Kaizen tools. These activities are not
limited to production areas and can be implemented in administrative areas as well.

Kaizen Policy :
1. Practice concepts of zero losses in every sphere of activity.

2. relentless pursuit to achieve cost reduction targets in all resources

3. Relentless pursuit to improve over all plant equipment effectiveness.
4. Extensive use of PM analysis as a tool for eliminating losses.
5. Focus of easy handling of operators. Kaizen Target :
Achieve and sustain zero loses with respect to minor stops, measurement and adjustments,
defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.
Tools used in Kaizen :
1. PM analysis
2. Why - Why analysis
3. Summary of losses
4. Kaizen register
5. Kaizen summary sheet.

(ii) Explain the key elements of customer supplier partnership.

Supplier Partnership
Ten Principles of Customer/Supplier Relationship

1. Customer and supplier fully responsible for quality control

2.
Customer and supplier must be independent and interdependent
3.
The customer must provide clear information to the supplier
4. Proper understanding in quality, quantity, price, delivery and payments
5. Supplier must satisfy the customer need
6. Both must accept the evaluation in terms of quality and service
7. Contracts must be signed so the disputes can be settled amicably
8. Both must have exchange of information to improve quality and service
9. Both should strive for mutual satisfaction and good relationship
10.
Both should think in the shoes of the end user.
Or
(b) (i) Briefly explain the continuous process improvement
Continuous process improvement is designed to utilize the resources of the organization to achieve a
quality-driven culture.
Improvement is made by
Viewing all work as process.
Making all process effective, efficient and adaptable.
Anticipating changing customer needs.
Controlling in-process performance using measures such as scrap reduction, control charts etc.
Eliminating waste and re-work.
Eliminating non-value added activities.
Eliminating non-conformities.
Using Benchmarking.
Incorporating learned lessons into future activities.
Using technical tools such as SPC, benchmarking, experimental design, QFD etc.
PROCESS :
Process refers to business and production activities of an organization.

(ii) Explain the roles of a Team leader and a Facilitator.

3. (a) (i) Explain any two tools of seven statistical toosl with an example.

Seven tools of Quality

1. - Pareto chart: Italian economist Vilfredo Pareto
Shows on a bar graph which factors are more significant.
This method helps to find the vital few contributing maximum impact.
Purpose: The purpose of the Pareto chart is to prioritize problems No company has enough resources
to tackle every problem, so they must prioritize.
Pareto Principle: The Pareto concept was developed by the describing the frequency distribution
of any given characteristic of a population. Also called the 20-80 rule, he determined that a small
percentage of any given group (20%) account for a high amount of a certain characteristic (80%).

2. - Flowchart: A technique that separates data gathered from a variety of sources so that patterns
can be seen (some lists replace "stratification" with or "run chart").
Purpose: Flow Charts provide a visual illustration of the sequence of operations required to complete
a task.
Input ---------------------Process----------------Output

3. - Cause-and-Effect Diagrams - 1943 by Mr. Kaoru Ishikawa at the University of Tokyo

Purpose: One important part of process improvement is continuously striving to obtain more
information about the process and it's output. Cause-and-effect diagrams allow us to do not just that,
but also can lead us to the root cause, or causes, of problems.
4. - Scatter Diagrams
Purpose: To identify correlations that might exist between a quality characteristic and a factor that
might be driving it.
Scatter Diagrams: A scatter diagram is a nonmathematical or graphical approach for identifying
relationships between a performance measure and factors that might be driving it. This graphical
approach is quick, easy to communicate to others, and generally easy to interpret.
IV - Check Sheets
Purpose: Check sheets allow the user to collect data from a process in an easy, systematic, and
organized manner.
Data Collection: Before we can talk about check sheets we need to understand what we mean by
data collection.
This collected data needs to be accurate and relevant to the quality
problem. The first is to establish a purpose for collecting this data.
V- Histograms
Purpose: To determine the spread or variation of a set of data points in a graphical form. It is always
a
desire to produce things that are equal to their design values.
Histograms: A histogram is a tool for summarizing, analyzing, and displaying data. It provides the
user with a graphical representation of the amount of variation found in a set of data.
Constructing a Histogram: The following are the steps followed in the construction of a histogram:
Data collection: To ensure good results, a minimum of 50 data points, or samples, need to be collected
Calculate the range of the sample data: The range is the difference between the largest and smallest
data points. Range = Largest point - smallest point.
VI - Scatter Diagrams
Purpose: To identify correlations that might exist between a quality characteristic and a factor that
might be driving it.
Scatter Diagrams: A scatter diagram is a nonmathematical or graphical approach for identifying

relationships between a performance measure and factors that might be driving it. This graphical
approach is quick, easy to communicate to others, and generally easy to interpret.
VII - Control Charts
Purpose: Process is in control and to monitor process variation on a continuous basis. Identifying the
tolerance level in the variations. Control charts is one SPC tool that enables us to monitor and control
process variation. Types of variation Common and Special Cause Variation
Control charts: Developed in the mid 1920's by Walter Shewhart of Bell labs. There are two basic
types of control charts, the average and range control charts. The first deals with how close the
process is to the nominal design value, while the range chart indicates the amount of spread or
variability around the nominal design value. A control chart has basically three line: the upper
control limit UCL, the center line CL, and the lower control limit LCL. A minimum of 25 points is
required for a control chart to be accurate.

(ii) Discuss the role of six sigma in service sectors

Implementation roles - One of the key innovations of Six Sigma is the professionalizing of quality
management functions. Prior to Six Sigma, quality management in practice was largely
relegated to the production floor and to statisticians in a separate quality department. Six Sigma
borrows martial arts ranking terminology to define a hierarchy (and career path) that cuts across
all business functions and a promotion path straight into the executive suite.
Six Sigma identifies several key roles for its successful
implementation.
1. Executive Leadership includes the CEO and other members of top management. They are
responsible for setting up a vision for Six Sigma implementation. They also empower the other
role holders with the freedom and resources to explore new ideas for breakthrough
improvements.
2. Champions are responsible for Six Sigma implementation across the organization in
an integrated
manner. The Executive Leadership draws them from upper management. Champions also act
as mentors to Black Belts.
3. Master Black Belts, identified by champions, act as in-house coaches on Six Sigma.
They devote 100% of their time to Six Sigma. They assist champions and guide Black
Belts and Green Belts. Apart from statistical tasks, their time is spent on ensuring
consistent application of Six Sigma across various functions and departments.
4. Black Belts operate under Master Black Belts to apply Six Sigma methodology
to specific projects. They devote 100% of their time to Six Sigma. They
primarily focus on Six Sigma project execution, whereas Champions and
Master Black Belts focus on identifying projects/functions for Six Sigma.
5. Green Belts are the employees who take up Six Sigma implementation along with their other
job responsibilities. They operate under the guidance of Black Belts.
Or

(b) (i) What are the reasons for bench marking? Explain six important steps in
the process of bench marking.
Advantages of benchmarking
Benchmarking is a powerful management tool because it overcomes "paradigm blindness."
Benchmarking opens organizations to new methods, ideas and tools to improve their effectiveness. It
helps crack through resistance to change by demonstrating other methods.
Allows employees to visualise the improvement which can be a strong motivator for change
Helps to identify weak areas and indicates what needs to be done to improve.

Planning. The essential steps are those of any plan development: what, who and how.
What is to be benchmarked? Every function of an organization has or delivers a product
or output. Benchmarking is appropriate for any output of a process or function, whether its a
physical good, an order, a shipment, an invoice, a service or a report.
To whom or what will we compare? Business-to-business, direct competitors are certainly
prime candidate s to benchmark. But they are not the only targets. Benchmarking must be
conducted against the best companies and business functions regardless of where they exist.
How will the data be collected? Theres no one way to conduct benchmarking investigations.
Theres an infinite variety of ways to obtain required data and most of the data youll need are
readily and publicly available. Recognize that benchmarking is a process not only of deriving
quantifiable goals and targets, but more importantly, its the process of investigating and
documenting the best industry practices, which can help you achieve goals and targets.
Analysis. The analysis phase must involve a careful understanding of your current process and
practices, as well as those of the organizations being benchmarked. What is desired is an
understanding
of internal performance on which to assess strengths and weaknesses.
Integration. Integration is the process of using benchmark findings to set operational targets for
change. It involves careful planning to incorporate new practices in the operation and to ensure
benchmark findings are incorporated in all formal planning processes.
Steps include:
Gain operational and management acceptance of benchmark findings. Clearly and
convincingly demonstrate findings as correct and based on substantive data.
Develop action plans.
Communicate findings to all organizational levels to obtain support, commitment
and ownership.
Action. Convert benchmark findings, and operational principles based on them, to specific actions
to be taken. Put in place a periodic measurement and assessment of achievement. Use the creative
talents of the people who actually perform work tasks to determine how the findings can be
incorporated into the work processes.
Any plan for change also should contain milestones for updating the benchmark findings, and an
ongoing reporting mechanism. Progress toward benchmark findings must be reported to all
employees.
Maturity. Maturity will be reached when best industry practices are incorporated in all business
processes, thus ensuring superiority.

(ii) Define FMEA. Discuss on two types of FMEA

FMEA is an analytical technique that combines the technology and experience of people in identifying
foreseeable failure modes of a product or process and planning for its elimination.
It is a group of activities comprising the following :
1. Recognize the potential failure of a product or process.
2. Identify actions that eliminate / reduce the potential failure.
3. Document the process.
Two important types of FMEA are
Design FMEA
Process FMEA
INTENT OF FMEA :
Continually measuring the reliability of a machine, product or process.
To detect the potential product - related failure mode.
FMEA evaluation to be conducted immediately following the design phase.

4. (a) (i) what are the objectives of TPM? Explain the five pillars of TPM.
Objectives

Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of
the organization.
Involve people in all levels of organization.
Form different teams to reduce defects and Self Maintenance.

PILLAR 1 - 5S :
TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized.
Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible
is the1.first step of improvement.
Japanese Term

English Translation

Equivalent 'S' term

Seiri

Organisation

Sort

Seiton

Tidiness

Systematise

Seiso

Cleaning

Sweep

Seiketsu

Standardisation

Standardise

Shitsuke

Discipline

Self - Discipline

PILLAR 2 - JISHU HOZEN ( Autonomous maintenance ) :

This pillar is geared towards developing operators to be able to take care of small maintenance
tasks, thus freeing up the skilled maintenance people to spend time on more value added activity
and technical repairs. The operators are responsible for upkeep of their equipment to prevent it
from deteriorating.
Policy :
1. Uninterrupted operation of equipments.

2. Flexible operators to operate and maintain other equipments.

3. Eliminating the defects at source through active employee participation.
4. Stepwise implementation of JH activities.
PILLAR 4 - PLANNED MAINTENANCE :
It is aimed to have trouble free machines and equipments producing defect free products for total
customer satisfaction. This breaks maintenance down into 4 "families" or groups which was
defined earlier.
1. Preventive Maintenance

2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
PILLAR 5 - QUALITY MAINTENANCE :
It is aimed towards customer delight through highest quality through defect free manufacturing.
Focus is on eliminating non-conformances in a systematic manner, much like Focused
Improvement. We gain understanding of what parts of the equipment affect product quality and

begin to eliminate current quality concerns, then move to potential quality concerns. Transition is
from reactive to proactive (Quality Control to Quality Assurance).
QM activities is to set equipment conditions that preclude quality defects, based on the basic
concept of maintaining perfect equipment to maintain perfect quality of products. The condition
are checked and measure in time series to very that measure values are within standard values to
prevent defects. The transition of measured values is watched to predict possibilities of defects
occurring and to take counter measures before hand.
PILLAR 6 - TRAINING :
It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager
to come to work and perform all required functions effectively and independently. Education is
given to operators to upgrade their skill. It is not sufficient know only "Know-How" by they
should also learn "Know-why". By experience they gain, "Know-How" to overcome a problem what
to be done. This they do without knowing the root cause of the problem and why they are doing
so. Hence it become necessary to train them on knowing "Know-why". The employees should be
trained to achieve the four phases of skill. The goal is to create a factory full of experts. The
different phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.
1.
2.
3.
4.
5.
6.
7.

(ii) Brief six basic techniques for presenting performance measure.

Establish baseline measures and reveal trends
Deteermine which processes need to be improved
Indicate process gains and losses
Compare goals with actual performance
Provide information for individual and team evaluation
Provide information to make informed decisions
Determine the overall performance of the organization
Or
(b) (i) What are the objectives of QFD? Discuss on four phases of QFD process.

Objectives:

To identify the true voice of the customer and to use this knowledge to develop products which
satisfy customers.
To help in the organisation and analysis of all pertinent information associated with the project.

Benefits of QFD:
Reduce product development cycle time, 50% reduction in development time and 40%
reduction in development time for new models.

Better understanding of customer priorities.

Improve customer satisfaction and meets the customer needs better than the competitors.
Reduces the time to market by 1/3 to 1/2 as compared to traditional methods.
Increase competitiveness.
Efficient multi-functional team work and helps in building product design teams.
Improve horizontal communication between departments.
Well organized documentation of development process.
Provide strategic advantage in the competitive market.
Exposes problems in the very early stage of the design process.
Significant reduction in late engineering changes.

Increased market share.

Quality is designed into product and not inspected into it.
Improved understanding and analysis of competitive products.

QFD Methodology:
Constructing the House of Quality- 7 steps.
1. List Customer Requirements: (WHATs)

Define customer and establish full identification of customer wants and dislikes.
Measure priorities of these wants and dislikes- using weighing scores.
Summarise wants into a small number of primary wants, supported by secondary and tertiary
wants.

2. List Technical Descriptors: (HOWs)

Translate identified customer needs- corresponding 'hows' or design characteristics.

Express them in terms of quantifiable technical parameter or product specification.

3. Develop a Relationship Matrix between WHATs and HOWs:

Investigate the relationship between customer's expectations (whats) and technical descriptors
(hows).
If relationship exists- categorise it as strong, medium or weak.

4. Develop an interrelationship matrix between HOWs:

Identify any interrelationship between technical descriptors.

Relationships- marked in correlation matrix by either positive or negative.
Positive correlation- strong relationship.
Negative correlation- weak relationship.

(ii) Explain Taguchi loss function and the evaluation method of the loss
developed by him.
Repeated Nov Dec 2011 Q.No 14.b.
5. (a) (i) Explain Quality Audit in detail
Repeated Nov Dec 2011. Q.No.15 (a).(ii)
(ii) Discuss the main elements of ISO 14000
General Requirement

EMS policy and activities

Environment Policy - Top management commitment and direction

1. Current activities and future plans

2.
Policy must be made public
Planning

- Environmental Aspects

3.

Legal and other Requirements

1. Objectives and targets

2.
Environment Management Program

Implementation

- Structure and responsibility

and operation

- Training, awareness, competency

3.
4.
5.
6.
7.

Communication
EMS Documentation
Document control
Operational Control
Emergency preparedness and response

Checking and

- Monitoring and measuring

Corrective action

- Corrective and preventive action

8.
9.

Records
EMS Audit

Management Review- Review objective and targets

10. Review performance against legal requirement

Or
(b) (i) What are the barriers for implementing TQM in an industry? Explain.
15.(b) repeated Nov Dec 2011.
(ii) Specify the differences between ISO 9000 and QS 9000.
ISO9000 (actually ISO 9000-1:1994) is the first in a SERIES of standards about quality management
for an enterprise. It covers basic concepts, such as the difference between quality ASSURANCE and
quality MANAGEMENT, and describes how to use the remaining standards in the series. In about a
year, it will be combined with ISO 8402:1994, the terms and definitions standard, to form the first of
three revised standards in the series -- ISO 9000:2000. (The other two will be ISO 9001:2000 and ISO
9004:2000.) It is important to realize that the ISO 9000 series of standards are formed by consensus
worldwide and are not industry specific. This allows the series of standards to be used by hospitals,
hotels, and hydroelectric dam builders.

QS9000 (actually QS-9000 third edition) is a sector-specific standard developed by the automobile and
truck manufacturers for their suppliers. It takes ISO 9001:1994 as the base and adds additional
requirements for the automotive industry. It would not be used by hospitals, hotels, or hydroelectric
dam builders! It was not developed and issued through the international consensus process; although, it
did have considerable input from automotive industry participants when it was being written. In order
to promote use and acceptance among automotive suppliers worldwide, QS-9000 was recently rewritten
as ISO/TS 16949. (TS means "Technical Specification," one notch lower than a "Standard." It went
through a less rigorous form of consensus processing.)