ModelQuest

ionPaper-I
Qual
it
ycontr
ol&Qual
it
yAssur ance(ETME–402)
Pr
epar
edby:Dr.Mohi tSi
ngh
Mrs.AlkaSharma

Not
e:At
temptanyf
ivequest
ionsi
ncl
udi
ngQ.
No.1whi
chi
scompul
sor
y.

Q.
1 (
a)Howcanqual
it
ybequant
if
ied?
(
5x5)
(
b)Whatar
ethebenefi
tsofTQM?
(
c)Whatar
ethei
mpor t
anthabit
sofquali
tyl
eader
?
(
d)Nameafewbarri
erstoTeam’sprogr
ess?
(
e)Whatar
ethebenefi
tsofBenchmarki
ng?

Ans1(
a)

TotalQualit
yManagement( TQM)i saphi losophyai medati mprovingbusi nessasa
whole.Someoft hebenefitslieint hecont i
nuousi mpr ovementofpr ocessesand
products,and enhanced effici
ency ofpeopl e and machi nes l
eading toi mpr oved
quali
ty.
Theappl i
cati
onofTot alQualityManagementhel psi nstreamlini
ngpr ocesses,
andensur esaproactiv
ewor ksy st
em r eadyt ocounterdev iati
onsfrom thei dealst ate.
Whatar esomeoft hemaj orbenefi
tsofTot alQual i
tyManagement ?Themaj ort hrustof
TotalQualit
yManagement( TQM)i st oachi eveproductivit
yandpr ocessef ficiencyby
i
dentif
yingandel i
minati
ngpr obl
emsi nwor kpr ocessesandsy st
ems.TQM addr esses
key problem areas such as mi stakes in wor k processes,redundantpr ocesses,
unnecessarytasks,andduplicateefforts.TQM i nter
ventionsalsohel pwithpr edicti
ng
andpre-emptingsuchmi st
akesandunpr oductiveactiv
iti
es.

1(b)
A commi t
ted and i nvolved management to pr ov
ide long-
ter
m t op-
to-bott
om
organi
zati
onalsupport.Anunwav eri
ngfocusesont hecustomer,bothi nt
ernall
yand
exter
nall
y.Effect
ivei
nv ol
vementandut i
li
zati
onoft heentir
eworkf orce.Continuous
i
mpr ovementoft hebusinessandproducti
onprocess.Treat
ingsuppli
ersaspar tners.
Establ
ishperf
ormancemeasur esf
ort
heprocesses.

1(c)
Effect
iveleader
shi
pst ar
tswiththechiefexecut i
veandhi stopt eam’
sv isi
on,
capit
ali
zi
ng
on mar ketorserv i
ceoppor t
uniti
es,
continuest hrough a strategythatwi l
lgivet he
organi
zationcompet i
ti
veorotheradvantage, andleadst obusinessorser vi
cesuccess.
I
tgoesont oembr aceallt
hebelief
sandv al
ueshel d,thedecisionstakenandt hepl
ans
madebyany oneany whereintheorganizati
on,andt hef ocusi
ngoft hem intoeff
ecti
v e,
value-
addingacti
on.

1(d)
Althoughqual i
tyandquali
tymanagementdoesnothav eaf or
maldef i
nit
ion,mostagr ee
thatitisanintegrat
ionofallf
unct
ionsofabusinesstoachievehighqualityofproducts
throughcontinuousi mpr
ovementeffor
tsofallemployees.Qualit
yrevolvesaroundt he
conceptofmeet i
ngorexceedingcustomerex pect
ationappliedtot hepr oductand
service.Achievi
nghi ghquali
tyi
sanev erchanging,orcontinuous,processt her
efore
quali
tymanagementemphasi zestheideasofwor kingconstant
lytowardimprov
ed
quali
ty.Iti
nvol
veseveryaspectofthecompany :pr
ocesses,envir
onmentandpeople.
Thewhol eworkfor
cef rom t
heCEO t othelinewor kermustbei nvol
vedi nashar
ed
commi tment to i
mpr ovi
ng quali
ty.
Theref
ore,i n brief
,qualit
y and t ot
alquali
ty
management( TQM)i nparti
cularcanbedef inedasdi r
ect
ing(managing)thewhole
(t
otal
)producti
onprocesstoproduceanexcell
ent(qualit
y)pr
oductorser
v i
ce.

1(
e)

1)
Benchmar
kinghel
psust
olear
nfr
om t
hebestoft
hebest
.
2)Benchmar
kinghel
psust
oimpr
oveourpr
ocess.
3)Benchmar
kinghel
psust
ohav
ebr
eakt
hroughsi
nqual
i
ty

Q.
2(a) Descr
ibet
hesi
xbasi
cconcept
sofTQM. (
6.5)

Ans2(
a)

Const ancyofpur pose: shor trangeandl ongrangeobjecti

vesali
gned
_Ident if
yt hecust omer (
s) ; Customeror ientat
ion
_Ident if
icationofi nt ernal andext ernal customers
_Cont i
nuousi mpr ov ement
_Wor kflowascust omert ransact i
ons
_Empowerf ront-
linewor kerasl eader
_Qual ityisev erybody ’sbusi ness
_Foraser viceindust ry,someel ement sofqual i
tyar
e:
-empat hy
-trust; i
.e.experti
se, integr ity,court
esy
-responsi v
eness
-tangiblepr oductat tract i
v eness( cur bappeal )
-reli
abi l
ity,ontime, noi nt erruptions
_Cust omeror i
entat i
ont ochi ldcareser v i
ces,amarketi
ngperspecti
ve
_Bar riersthatexi stt oacust omeror ientati
on
_Howdowef i
ndoutwhatcust omer swant ?
_Pr esentAr tEmlenf indi ngsonf l
exibil
ity

Q.
2(b)Whatar
ethedut
iesofqual
it
ycounci
l
? (
6)

b)Qua
Ans2( l
it
yCounci
l

AQual i
tycounci l
isat eam formedi nt heorgani
zati
onwi thanobjecti
veofbuilding
quali
tyint
ot hecul t
ureoftheor gani
zation.Aquali
tycouncili
sestabli
shedtopr ovide
overal
ldirect
ionf orquali
tyint heorganizati
on.Quali
tycouncili
sconsideredthedr i
vi
ng
for
cebehi ndt hetotalqual
itymanagementi naorganizat
ion.
Thequal i
tycounci li
sconstitutedwithal lt
heseniormanagersintheor gani
zation.Al
l
rel
evantmanager sfrom vari
ousl evelsoftheorganizati
onarealsoincl
uded.
Theycomef rom allthefunctionalareasoft heor
ganizati
on.Ift
hereareempl oy ee
uni
onsi
ntheorgani
zat
ion,
thensuit
abl
erepr
esent
ati
onmustbegi
vent
othoseuni
ons
al
so.
Theobj
ect
ivesoft
hequali
tycounci
lar
e:

1.Torai
set
hequal
i
tyconsci
ousnessi
ntheor
gani
zat
iont
hroughsemi
nar
s,st
udy
toursandusingotherfor
msofpr omot ion.
2.Toensureeffect
ivefunct
ioningoft heorgani
zat
iononthequal
i
tyst
atementand
plan.
3.Toencouragebasicandappl iedresear
chanddev el
opmentint
hefi
eldofqual
it
y
anddisseminati
onofitsresultst
ot heorgani
zat
ion.

Thedut
iesofQual
i
tyCounci
lar
easf
oll
ows:

1.Tomaket
heAnnual
Busi
nessi
mpr
ovementpl
an
2.TocascadetheQuali
tygoalsofthemanagement.
3.Toformteamsofinterest
edmanagerstoleadtheeff
ort
s.
4.Totrai
npeoplei
nQualitytool
s.
5.Tosponsorimprovementproj
ects.
6.Torecogni
zetheimprovementsdonebysuppli
ersandemployees
7.Toassessthestat
usofTQM i mplement
ati
onbydiagnost
icaudit
.

Q.3(a)Di
scusst
heDemi
ng’
sphi
losophyf
orTQM.
(6.
5)

Ans3(
a) Demi
nghad14poi
ntst
ohel
pmanagementasf
oll
ows:

1Cr eateconst ancyofpur poset owar dsimpr ovementofpr oductandser v

ice.
2Adoptt henewphi losophy .Wecannol ongerl i
vewi thcommonl yaccept edlevel
sof
del
ay s,mi stakes, defecti
v ewor kmanshi p.
3Ceasedependenceonmassi nspect i
on.Requi reinsteadst atisti
calevidencethat
qualityisbui l
tin.
4Endt hepr acticeofawar dingbusi nessont hebasi sofpr icetag.
5Findpr oblems.I tismanagement ’sjobt owor kcont inuallyont hesy st
em.
6Inst i
tutemoder nmet hodsoft r
ainingont hej ob.
7Inst i
tutemoder nmet hodsofsuper vi
sionofpr oduct i
onwor kers.Theresponsi bi
li
tyof
for
emenmustbechangedf rom number stoqual i
ty.
8Dr iveoutf ear, sothatev ery onemaywor kef fecti
velyf orthecompany .
9Br eakdownbar ri
ersbet weendepar tment s.
10El iminatenumer i
calgoal s, posters,andsl ogansf ort hewor kforceaskingf ornew
l
evel sofpr oduct ivi
tywithoutpr ovidingmet hods.
11El iminatewor kstandar dst hatprescribenumer i
cal quot as.
12Remov ebar riersthatst andbet weent hehour lywor kerandhi srightt
opr ideof
wor kmanshi p.
13Inst i
tuteav igor ouspr ogram ofeducat i
onandr etraining.
14Cr eateast r
uct ureintopmanagementt hatwi l
lpushev erydayont heabov e13
points.
Q.
3(b)Whatar
ethesuggest
ionst
oimpr
ovet
heappr
aisalsy
stem? (
6)

Ans3(
b)
Tot alQual ityManagement( TQM)emphasi zest hecont inuousi mpr ov ementofpr oduct
andpr ocessest oensur el ongt erm cust omersat isfact ion.I t
sapr obl em sol vi
ngf ocus
encour agesempl oyeesempower mentbyusi ngt hej obr el
at edi ngenui t
y&exper t
iseof
thewor kforce.Cr ossf unct ionalt eamsdev elopsol utionst ocompl expr oblemsof ten
shor t
eningt het i
met akent odesi gn,dev eloporpr oducepr oductandser vi
ces.Si ncea
team maynoti ncludear epr esent ati
veofmanagement ,t heref oret hedi v i
dingl i
ne
bet ween l aborand managementof t
en becomes bl ur r
ed.I n pr act ice as wor kers
themsel vesbegi nt osol veor gani zati
onalpr oblemst husadapt at i
onofTQM gener ally
requi rescul turalchangewi thint heor ganizat ionasmanagementr eexami nesi tspast
met hodsandpr act i
cesi nt hel ightofdemandsoft henewphi losophy .Fat herofTQM W.
Edwar dsDemi nghadhi sway ,appr ai
salsy stem t hatt iei ndividualper formancet osal ar y
adj ustment swoul dbeel imi nated.I nhisv iew,suchsy stem hi nder st eam wor k,cr eate
fear&mi strustanddi scour ager i
skt akingbehav i
or ,ther ebyst ifl
ingi nnov ati
on. Demi ng
argues, mostappr aisalsy stem ar ebasedont hef aultyassumpt i
ont hati ndivi
dual shav e
signi f
icantcont rolov ert heirownper f
or mance,i .
e.t hemosti ndi vi
dual scani mprov ei f
theychoset odosobyput tingf or ththenecessar yef for t.
Int hebasi sofhi sar gument sev eryt
hingdonei nanor gani zat ioni sdonewi thint he
framewor kofoneormor esy st ems.Thesy stemspr ovidel imi tont heact ivi
tiesof
machi nes,pr ocesses,empl oy eesandev enmanager s.I nawel ldesi gnedsy stem,i tis
i
mpossi blet odoaj obi mpr oper ly.Conv ersely ,apoorsy stem cant hwar tthebestef fort
oft hebestempl oyee.I fthesy stem itselfpr ev entsgoodwor k,per for manceappr aisal
cannotser vei tsintendedpur poseofdi fferent i
atingamongi ndi vidual sf orpurposesof
sal aryadj ustment .Fur ther ,sinceempl oy eeshav el ittleoppor tunityt ochanget hose
sy stems, theymaybecomef rust ratedanddemor alized.
Or gani zati
onneednotsacr ifi
cet heirperformanceappr aisal progr amsont healtarof
TQM.Her ear ethr eesuggest ionsf orharmoni zingt het wopr ocesses.

1.Letcust
omerexpect
ati
onsgener
atei
ndi
vi
dual
ort
eam per
for
mance
expect
ations.
2.Incl
uderesultexpectat
ionst hati
dent
ifyacti
onstomeetorexceedt
hose
expect
ations.
3.Incl
udebehav i
oralskil
l
st hatmakear ealdif
fer
encei
nachievi
ngqual
it
y
perf
ormanceandt otalcustomersati
sfact
ion.

Q.4(a)Expl
aint
hesev
enst
eppl
ant
oest
abl
i
sht
heTPM i
nanor
gani
zat
ion 
i
ndet
ail
.
(6.
5)

Ans4(a)TPM i
sapartnershipbetweenthemaint
enanceandproduct
ionor
gani
zat
ion
toi
mprovepr
oductquali
ty,reducewaste,r
educecost
,incr
easeequi
pmentavai
l
abi
li
ty
andi
mprovemaint
enancest ate.

o TYPESOFMAI NTENANCE
o Corr
ecti
ve(or)breakdownmai ntenance
o I
timpli
esthatrepairsaremadeaf terf
ail
ureofmachineorequi
pment
o Schedul
ed(or)Routinemaintenance
o I
tisasti
tch-i
n-t
imepr ocedur
eaimedt oavoi
dingbr
eakdowns
 o Preventi
v emai ntenance
o Iti
scar r
iedoutbef or
ethef ailurear
ises( or
)priortotheequipment
actuall
ybr eakdowns.E. g.Ov erhaul
i
ng&Per iodicupkeep.
o Predict
ivemai ntenance
o EquipmentCondi ti
onev aluatedperiodicall
yandmai ntenancecar
ri
edout
.
o OBJECTI VESOFTPM
o ImproveEqui pmentEf fectiveness
o AchieveAut onomous
o PlanMai ntenance
o ToTr ai
nal lstaffinmaintenanceski ll
s
o ToZer oBr eakdowns

Themaj
orf
act
orst
hatcont
ri
but
etopr
oduct
ivi
tyl
ossar
e

1.Downtimelosses
2.Lossesduetoslowspeed
3.Lossesduetopoorqual
it
y

Downtimeloss
Thefactor
sthatcontr
ibut
etodowntimelosscanei
therbeapl
annedoneorunpl
anned
one.Thefactor
sthatcomeunderorcont
ribut
etopl
anneddownti
melossare

1.Star
tuplosses
2.Lossduetoshiftchanges
3.Lossbecauseoflunchbreaks
4.Lossduetoplannedshutdownsf
ormai
ntenance

Thef
act
orst
hatcont
ri
but
etounpl
anneddownt
imel
ossesar
e

1.Duet
othebr
eakdownofmachines
2.Duet
othel
ackofrawmater
ial
s

Lossesduet
ochangei
nspeed

1.Lossduetoidl
i
ngandmajorstoppages
2.Slowspeedofthemachi
nebecauseofsomef
act
ors

Lossesduetopoorqual
i
ty
Thefact
orthatcont
ri
but
etot
hisl
ossar
e

1.Whent hepr
oductdoesnotmeett
her
equi
redconf
ormi
ti
es
2.Scrap

Q.4(b)Expl
aint
heISOcontr
olcy
cle (
6)
Ans.4(
b)ISOContr
olcy
cle
Q.
5(a)Expl
ainaboutt
hest
rat
egi
cpl
anni
ng. (
6.5)

Ans5(
a)
Strategicpl anni ngofanycompanyst artswitht hev isioningexercise.I
nt hisexerci
se,top
ma na geme ntdeli
b er
atesa boutth ec ompan y’
sfutu
red i
rect
iona nda r
ri
vesatthevisionst atement
(andsomet imesami ssionst atemental so).
Thisv i
sionst atementser vest hepur poseof
tel
lingev eryonewher ethecompanyi sdet ermi nedt ogoandcar r
youti t
swor k.For
exampl e,Mot orol avisioncl earlystatest hat“itint endst obet hemostt rust edintegrator
of comp le
xc ommu ni
ca ti
onan dinformati
ons ys
tems ”wh ic
hme anst
hatthecomp anye mp ha
sizes
onthreet hings.
1.wi nningt het rustoft hecust omer s
2.rol easani nt egr atorr athert hanasuppl ier 
3.st ayasacompanyknownf orthecompet encei nt echnicallycompl exar eas.
Oncet hemi ssion/ v
isionst atement sar edeclared, t
heSWOTanal y
sisiscar ri
edoutwi th
theexecut ives f rom di f
ferentf uncti
ons t o know t he f easi
bil
it
yofadopt i
ng cer tain
strategies.Input sar etakenf r
om di ff
erentagenci esatt hispointoftimeasf ol
lows.
1.Mar ketsegment at ionandchangesi nt hesegment s
2.Com peti toracti vi ty
3.Gl obaleconomi ci ndi cat or s
4.Suppl iercapaci tyandabi li
ties
5.Hum an resources
6.Legalscenari os
Inthesecondst age, thegoal sorst r
ategi cobjectivesar ear ri
vedatandr el easedwi t
ha
ti
mepl anor  
calendar.
Theycoul dbeasf ollows:
1.Ent ryi nt osmal lcarmar keti n2010.
2.Becomeamar ketl eaderi nAf ri
caby2012.
3.bet hel eaderi nI ndiaby2013
Thest
rat
egi
cobject
i
vesneedtobecascadedtoever
yfunct
i
ona n
devent
od eal
er
sa nds
uppli
e r
s.
This
I
II
stagei
senabl
edbyadopti
ngtec
hn i
quesl
ikePol
ic
yDe p
loymentor
MBO. Somec ompani
esrecentl
y
havestar
tedBalancescor eCard.I
ntheI
Vs t
agethema na
gementnee
d st
orev i
ewt
heprogress
ofac
ti
onplan
sa n
dmod if
ythepl
ansduetocert
ai
nchangeshappeni
ngi
ntheenvi
ronment
.

Q.5(b)Di
scusst
heneed,
const
ruct
ionandappl
i
cat
ionsofcont
rol
char
tsf
orv
ari
abl
es.
(6)

Ans5(
b)
Theneedofcont
rol
chart
s:
From day
softheearl
yindust
ri
alr
evol
uti
ont
il
l1920st ywayt
heonl ocont
rolqual
i
tywast
o
i
nspect
.Lotofman hour swer espenti ni nspection atal lstagesand an
armyofi nspect orsthronged t hewor kplaces.However ,i
thar dlyimpr oved
thequali
ty.Inspectorsdidmi stakesandmanager sover  
reactedtov ar
iat
ionsas
pert
hei
rownj udgement.W ASchewartcreatedthecont
rolchartstoletthemanagersto
avoi
demployi
ngl ar
genumberofinspectorsbutsti
ll
havecontrolont heoutput.

Thecont
rol
char
tsar
eneededt
o

1.avoidspendi ngoni nspect i

on
2.
know whent ointerveneandcor recttheprocess.
3.fi
ndwhet herthepr ocessi sst ableornot .
4.empowert heoper atort oacti frequired.
5.
savet i
mei nwaiti
ngf orinspect
iont opasst helot
.
6.
transparentasfarast heprocessi sconcernedwithcust
omer
s

Constr
ucti
onofcontr
olchar
t:
Contr
olchart
sareconst
ruct
edasfol
l
ows:
Aprocesswhichi
stobeputunderst
ati
sti
cal
cont
rol
issel
ect
ed.

Theit
emsproduc
edaret
akenf
romrout
i
n epr
oduct
ionev
eryh
ouri
ngrou
p sof4or
5a n
dthecharacteri
sti
csay
weightismeasured.Thi
siscall
edsubgr oup.These4or5sampl ehaveameanXb ara
n da
st
andardde
via
ti
onsi
gma .
Simi
l
arl
y,
it
isposs
ibl
etocont
i
nuecol
le
cti
ngabout3
0readi
ngsc
onti
nuousl
y.

Now,
weh
avee
nou
ghd
atat
ocon
str
uct
acon
trol
cha
rt.
Bef
orewed
oit
,somec
hec
ksa
rer
equ
ir
edt
obed
one
.

1.Ifther
eareoutli
ersmeaningsomepoi ntwhichistotal
lyir
rel
evantandcouldbeer
ror
theyshouldberemovedastheywill
affectthecalcul
ati
on.
2.Alldat
ashouldbeindependentmeaningonepoi ntshouldnotaffectt
heother
.
3.Ther eshoul dnotbet r
endt imewi se.
4.Di stri
but i
onofdat ashoul dbenor mal .

Aft
ercarr
yingoutthesechecks.Themeanofsampl emeansiscal
cul
ated(av
erageof
samplea
verages
)thi
si
scal
ledXbarbar
.
Thecontr
ol l
i
mi t
sarecalcul
atedasf ol
l
ows.
LCL=Xbarbar–3ti
me ss
igmaorsta
ndarddevi
at
ion(
Xbar
bar
-A2Rba
r)
UCL=Xbarbar+3t imesthesigmai estandarddev
iat
ion(
Xbarbar+A2Rbar )

Thecont
rol
char
tlooksl
i
ket
his:
Si
mil
arl
yth
eran
geval
uesi
nea
c hsubgr
oupar
epl
ott
eda
sar a
ngechar
t.
Thecentrel
i
neofthechartbeingRbar(meanofranges)
.Thecontoll
i
mi tforr
angesRbar
+D4
Rbar
 andRbar -
D3Rbarwher eval
ueofD3andD4ar etakenfrom t
hestati
sti
calt
abl
esfort
he
subgroupsi
ze.

Cont
rol
char
tsf
orv
ari
abl
es:
Forsu bgr
ou pb asedd at
aXb arRc har
ti sthemos tsui
tabl
eon e.Ty pi
ca lappl
ic
ationsarefr
om
anyma nuf
a c
turi
ngi ndus
try
.Fori nstanc
ei ni nj
ect
ionmou l
d i
ngfourp la
s t
i
cb ot
tl
esarep rod
ucedin
ever
ystroke.Her e,the wei ghtoft he bot tl
ei s cri
ti
cal.So,a cont rolchar tcan be
constructedwher eeveryhour,4b ot
tl
e saretakenandthereadi
ngsta k
e n.
Thecont olchar treadatt heendoft hedayshowst hevariationint hewei ghtofbot t
les
fr
om hourt ohour .Asf arast hev ariati
oni nwei ghtiswi thi
nt hecont r
oll i
mits,the
processi sst ableandi sbehav i
ngwi thinthest at
isti
calcont rol,Incaseanydat apoint
hasgoneoutoft hecont rolli
mi t,thepr ocesshasd ev
iat
eda tthatti
med uetoa nassi
gna
b l
e
causeandt hi
sn e
e dstobeactedup onbys toppin
gt h
eprocessandi nvestigati
ng.
Ther angechar tistobest udiedf orwi t
hingroupv ariat
ion.Incaseanypoi nthasgone
outoft hecont rollimitthent hei ntergr oup( oneoft hefourmoul ds)ist hecausef or
creati
ngi nstabiuli
ty.

Formanuf acturi
ngsi t
uationswher et hesubgr oupisnotpossibl
ebecauset heevent
saretaki
ng
pl
aceon eat at
ime ,
ind
ivi
dualxrea
dingsa r
ep l
ott
eda n
diti
sca
ll
edI–MRorindi
vid
ual
andmovi
n gr
ang
echart
.
Theset wochar t
sar eusedf orvariableswhi chareconti
nuous.
 
Fordi scr
et e/attr
ibutetypedat a.
Pchar tsforpr oport
ionsandnpchar tsfornonconf or
mingitemsar eused.
Forlownumber sli
kedef ectsorcompl aints
Cchar tsoruchar t
sar eused.
Q.6( a)Di scusst heimpl ement ationofI SO:9000:
2000qualit
ysy stems. (6.5)

Ans6(
a)

TheISO9001:2000(nowr ev
isedto2008)needsbeimplement
edinaplannedway.For
abigcompanythisexer
cisemayt akeaboutsi
xtoei
ghtmonthsandforasmall
companyitmayt ake3to5mont hsti
medependingontheeff
ort
sputinconti
nuousl
y.
Theact i
v i
ti
esar edetailedasf ollows.
1.Managementshoul ddecl ar etheintentiont ogoforISOst andardQMSandnomi nat
ea
teamwhi chwi ll
implementt hest andard.
2.Thet eam meet sanddel i
ber atesaboutt hepresentstatusanddeci desthetime
required.
3.Managementt odeclaretheQual i
tyPol i
cyandobj ecti
vest oallt
hepeopl e.
4.managementwi l
li
nfor mt hef uncti
onal Headst ostudyt herequir
ement sand
under standt heneedt ohavepr ocesseswhi charecutti
ngacr ossthef unct
ions.
5.Thet eam def inesthekeypr ocessesi nt hecompanyt heymaybe5t o10depending
ont hecompl exi
tyofthecompany ’
soper ations.
6.Thepr ocessmapsar epr epar edandv er i
fiedbyallt
hemanager s.
7.thi
usconst it
utesthemai ni mpl ement ationdocument .
8.TheQual it
ymanual iswrittenwi ththepr ocessmapsasgui di
ngdocument .
9.TheI Ilevelproceduresar ewr i
ttenbyt hedeptheadswi ththeassistanceofallt
he
empl oyees.
10.Thedocument ati
oniscompl etedforall acti
vit
iesandt hedocument sarereleasedf
orall
theemp loy
e es.
11.theI nt
ernal auditorsaretr
ainedf orconduct ingt heaudit
sonallaspectsofthecompany
anditsoper ations.
12.Thei nternal audit
sar econductedandt hef l
awsi nthesyst
em arereport
ed.
13.Themanagementr evi
ewstheaudi tfindingsandt akesthecorr
ectiveacti
ons.
14.Afterget ti
ngconv i
ncedthatt hesystem i sstable,themanagementr equeststhe
certi
fi
cat i
ona g e
n c
ytocomea nddoa next
ernalaudi
t.
15.Thesel ect edagencysendsi tst eam ofaudi torswhocomeanddot heauditandsubmi t
thereportt
oth ema nageme n
t.
16.Incaset herear enomaj ordiscrepanciesornonconf or
mancest hecerti
fi
cateisawarded
tothecompany ’sQualitymanagementsy stem whi chi svali
dfor3yearssubjecttoan
annual surveill
anceaudi t.

Q6(
b)Ex
pla
int
hen
eedf
ort
hequ
ali
t
ysy
ste
msi
nanor
gan
iza
ti
on? (
6)

Ans6( b)
Inasi tuati
onwher eonepr oductismanuf act
ur edandsuppl iedt oonecustomerandt he
rel
ationshi pisestabli
shed ov eraper i
od oft ime,itispossi blethattheempl oyees
workingi nt heorgani zati
oni nanyfunctionarecl earaboutt her equir
ements.theymay
beknowi ngt hecor r
ectpar ametertobeempl oyed,therighttoolandt herightpacki
ng.
But,t odaywehav esev eralsuppl
iersal lovert hewor l
dsuppl yi
ngtomanydi ffer
ent
customer sandeachhashi sownr equirement .Thecust omerwant shisrequir
ementsto
betransl atedint
opr oductwi thouterrors.Qualitysystemsf ulf
iltheneedofspeakingon
behalfoft hecustomert oalli
ntheor ganizati
onandcoor dinati
ngt hei
ract
ivit
ieswit
hone
goaliecust omer 
satisfacti
on.

Q.7Wr i
teshortnot
eson:
-
(12.
5)
a.Pri
nciplesofTQM
b.Kaizen
c.superfi
niski
ng

Ans7a.Pr i
nci
plesofTQM
1.AchievingCust omersatisfact
ion
2.Ensur
ingtheempl oyeei
nvol
vementinwhat everwedo
3.Continuousi mprovementi sallprocesses.
4.
Fol
lowingPDCAi nalli
mprovementact
ivi
ti
es
5.
Safet
yandi nt
erest
sofCommuni tyt
obepr ot
ected.
6.
Respectf oreveryindivi
dual.
7.
Adefinedwayofcascadingthegoal
stoempl oyees.
8.
Suppli
erinvol
vementinQuali
tyofpr
oduct.

7b.Kai
zen

Kaizenmeansl i
teral
l
y“ changeforthegood” .Thisisaphilosophyandasaconcept
origi
nat edinJapanbuti thasbeenadopt edal loverthewor l
df orcarryi
ngoutsmal l
i
mpr ovements.Nor mal lytherei
sat eam calledkaizenteam whi chf i
ndsoutcer t
ain
scopef orimprovementwhi chcanbecar r i
edout wi
thoutmuchi nvestment.I
tcanbe
mar kingentryandexi torput ti
ngsel
fglowingsignagesorevenredesigni
ngtrol
ley
s.The
team si tsdown,findst hesoluti
onandimpl ementsthesolut
ioninaweekend. Kaizenis
simpl e,qui
ckandpar ticipati
vewayofgetti
ngi mprovmements.

7c.SixSi gma
Sixsigmader i
vesi tsor iginf r
om t hegreekl ettersigmameani ngst andarddev i
at i
on.( σ)
.
Sixsigmai salsoameasur eoft hepr ocessasi nnor maldi stri
but i
on,99. 3%oft hedat a
i
sest imat edt ofallwi thinthel i
nmi tsof3si gmaononesi deofthemeanand3si gmaon
theot hersi deoft hemean.Si nce99. 7%i sav erycl osef i
guret o100%andduet ot he
curveofnor maldi st r
ibut i
onnott ouchingthexaxi s,thisistakenast hef i
guretoi ndicate
thecapabi l
ityoft hepr ocess. Whent hesi xsi gmal i
mi tsar ecl oserandl esst han
thespecl imi tst hepr ocessi sconsi der edt obeg oodasa tan yti
met heproductsa r
e
goi
ngt ocon f
ormt ore quir
e me nts
.Thesi xsi gmai sal soamet hodol ogyt oensur et hat
the var i
at ion comes down and t he si x si gmacont i
nuousl y shows t hatt he
processvar i
ationi sl esst hant het oler ancel i
mi ts.Thel esseri tisthebet teris
theQual i
tyandmor ei st hecust omersat i
sfact i
on.Sixs i
gmame t
hod ologywasint
rod u
ce dby
Motorolai
n1 988an db eca met hef l
ags h
ipimprov emen t
processinthec omp a
ny.Si
xsigman owi s
adopt
e da l
lov erthewor lda ndt heimp rovemen tp r
oj
e ct
ss av
emi ll
i
onsofr u
peese v
eryd ay.
The
proj
ect sar etakent hrought hef i
vephasesasf oll
ows:
1 .D e fin e
2 .M e a s u re
3 .A n a lys e
4 .Im p ro ve
5 .C o n tro