Total Quality Management

UNIT I
2marks
1. What is the need for Quality Management ?
Reasons for quality becoming a cardinal priority for most organizations:
o Competition – Today’s market demand high quality products at low cost. Having `high
quality’ reputation is not enough! Internal cost of maintaining the reputation should be
less.
o Changing customer – The new customer is not only commanding priority based on
volume but is more demanding about the “quality system.”
o Changing product mix – The shift from low volume, high price to high volume, low price
have resulted in a need to reduce the internal cost of poor quality.
o Product complexity – As systems have become more complex, the reliability
requirements for suppliers of components have become more stringent.
o Higher levels of customer satisfaction – Higher customers expectations are getting
spawned by increasing competition.
2. Define Quality.
Today, there is no single universal definition of quality.
 Some people view quality as performance to standards.
 Others view it as ―meeting the customer’s needs Satisfying the customer.
 Let’s look at some of the more common definitions of quality.
 Conformance to specifications measures how well the product or service meets the
targets and tolerances determined by its designers.
Quality is defined as the predictable degree of uniformity and dependability, at low cost suited to
the market.(Deming).
 Quality is defined as fitness for use(Juran).
 Quality is defined as conformance to requirements (Crosby).
 Quality is totality of the characteristics of entity that bear on its ability to satisfy stated
and implied needs(ISO).
Quality = Performance /Expectations
3. What are the dimensions of Quality?
The 9 Dimensions of Quality

 Performance
 Features
 Conformance
 Reliability
 Durability
 Service
 Response- of Dealer/ Mfgr. to Customer
 Aesthetics – of product
 Reputation- of Mfgr./Deal

4. What are the basic concepts of TQM?

TQM six basic Concepts
 Management commitment to TQM principles and methods & long term Quality plans for
the Organisation
 Focus on customers – internal & external
 Quality at all levels of the work force.
 Continuous improvement of the production/business process.
 Treating suppliers as partners
 Establish performance measures for the processes

5. List the effects of poor Quality.

Effects of poor Quality

 Low customer satisfaction
 Low productivity, sales & profit
 Low morale of workforce
 More re-work, material &labour
costs
 High inspection costs
 Delay in shipping
 High repair costs
 Higher inventory costs
 Greater waste of material
6. What are the benefits of Quality?
Benefits of Quality

 Higher customer satisfaction
 Reliable products/services
 Better efficiency of operations
 More productivity & profit
 Better morale of work force
 Less wastage costs
 Less Inspection costs
 Improved process
 More market share
 Spread of happiness & prosperity
 Better quality of life for all
7. Give the Principles of TQM?
_ Constancy of purpose: short range and long range objectives aligned
_ Identify the customer(s); Customer orientation
_ Identification of internal and external customers
_ Continuous improvement
_ Workflow as customer transactions
_ Empower front-line worker as leader
_ Quality is everybody’s business
_ For a service industry, some elements of quality are:
- empathy
- trust; i.e. expertise, integrity, courtesy
- responsiveness
- tangible product attractiveness (curb appeal)
- reliability, on time, no interruptions
8. Define Quality Costs?
Quality Costs are defined as those costs associated with the nonachievement of product
or service quality as defined by the requirements established by the organization and its
contracts
with customers and society.
9. Give the primary categories of Quality cost?
Preventive cost category
Appraisal cost category
Internal failure cost category
External failure cost category
10. Define Quality Planning?
A quality plan sets out the desired product qualities and how these are assessed and define
the most significant quality attributes. It should define the quality assessment process. It
should set out which organizational standards should be applied and, if necessary, define new
standards.
Give the Objectives of TQM?
 To develop a conceptual understanding of the basic principles and methods associated
with TQM;
 To develop an understanding of how these principles and methods have been put into
effect in a variety of organizations;
 To develop an understanding of the relationship between TQM principles and the theories
and models studied in traditional management;
 To do the right things, right the first time, every time
11. Definition of TQM:
Total Quality Management is a management approach that tries to achieve and sustain long
term organizational success by encouraging employee feedback and participation, satisfying
customer needs and expectations, respecting societal values and beliefs, and obeying
governmental statutes and regulations
12. Five Pillars of TQM are,

 Product
 Process
 System
 People
 Leadership
13. Benefits of TQM:
Customer satisfaction oriented benefits:
o Improvement in product quality
o Improvement in product design
o Improvement in production flow
o Improvement in employee morale and quality consciousness
o Improvement in product service
o Improvement in market place acceptance
Economic improvement oriented benefits:
o Reduction in operating costs
o Reduction in operating losses
 o Reduction in field service costs
o Reduction in liability exposure

.
14. What are the three components of the Juran Trilogy?
The three components of the Juran Trilogy are
i. Planning
ii. Control
iii. Improvement

15. Give the Objectives of TQM?

a. To develop a conceptual understanding of the basic principles and methods associatedwith
TQM;
b. To develop an understanding of how these principles and methods have been put intoeffect in
a variety of organizations;
c. To develop an understanding of the relationship between TQM principles and the theories and
models studied in traditional management;
d. To do the right things, right the first time, every time.

16. Give the Quality Hierarchy?


 Inspection
 Quality Control (QC)
 Quality Assurance (QA)
 Total Quality Management

17. Tabulate the tangible and intangible benefits of TQM.

Tangible Benefits
 Improved product quality
 Improved productivity
 Reduced quality costs
 Increased market and customers
 Increased profitability
 Reduced employee grievances
Intangible Benefits
 Improved employee participation
 Improved teamwork
 Improved working relationships
 Improved customer satisfaction
 Improved communication
 Enhancement of job interest
 Enhanced problem-solving capacity
 Better company image

18. What does a typical meeting agenda contain after establishing the TQM?

 Progress report on teams  Progress on meeting goals
 Customer satisfaction report  New project teams
  Recognition dinner
 Benchmarking report

UNIT II

2 MARKS

1. Who are internal and external customers?

The customers inside the company are called internal customers- they are the employees who
interact with the external customers , whereas the customers outside the company are called
external customers.

2. What are the customer’s perceptions on quality?

The six important customer’s perceptions are:

 Performance
 Features
 Service
 Warranty
 Price and
 Reputation.

3. List the various tools used for collecting customer complaints.

The various tools used are:

 Comment card.
 Customer questionnaire
 Focus groups
 Toll-free telephone numbers
 Report cards
 The Internet and computer etc.

4. What is meant by customer retention?

Customer retention is the process of retaining the existing customers.

5. What is motivation?
Motivation means a process of stimulation people to accomplish desired goals.

6. What are the Maslow’s basic needs?

Maslow’s basic needs are:

 Physilogical
 Safety
 Society
 Esteem and
 Self-actualization needs.

7. What are physiological needs?

Physiological needs are the biological needs required to preserve human life. These needs
include needs for food, clothing and shelter

8. List the Herzberg’s motivators and dissatisfies.

Motivator factors

 Achievement
 Recognition
 The work itself
 Responsibility
 Advancement and
 Growth

Dissatisfier or hygiene factors


 Supervisors
 Working conditions
 Interpersonal relationships
 Pay and security
 Company policy and
 Administration

9. Define empowerment. (Au Nov 05)

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 customers requirements within well defined boundaries in order to
achieve organizational values and goals.

10. What are the conditions necessary for empowerment?

The conditions required are:
 Everyone must understand the need for change.
 The system needs to change to the new paradigm.
 The organization must provide information, education and skills to its employees.

11. Define team and teamwork.

A team can be defined as a group of people working together to achieve common objectives
or goals.
Teamwork is the cumulative actions of the team during which each member of the team
subordinates his individual interests and opinions to fulfill the objectives or goals of the group.

12. List the different types of teams.

The different types of teams are
1.Process improvement team
2.Cross-functional team
3.Natural work team and
4.Self-directed work team.

13. Name different members in a team.

The different members in a team are

 Team leader
 Facilitator
 Recorder
 Timekeeper and
 Member

14. What is needed for a leader to be effective?

To be effective, a leader needs to know and understand the following:
 People, paradoxically, need security and independence at the same time.
 People are sensitive to external rewards and punishments and yet are also strongly self-
motivated.
 People like to hear a kind word of praise.
 People can process only a few facts at a time; thus, a leader needs to keep things simple.
 People trust their gut reaction more than statistical data.
 People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions.

15. What is the important role of senior management?

 Listening to internal and external customers and suppliers through visits, focus groups
and surveys.
 Communication.
 To drive fear out of the organization, break down barriers, remove system roadblocks,
anticipate and minimize resistance to change and in general, change the culture.

16. Give the basic steps to strategic quality planning?


 Customer needs
 Customer positioning
 Predict the future
 Gap analysis
 Closing the gap
 Alignment
 Implementation

17. What is meant by recognition in an organization?

Recognition is a process whereby management shows acknowledgement of a employee’s
outstanding performance.

18. Classify rewards.

1.Intrinsic rewards: These are related to feelings of accomplishment or selfworth.
2.Extrinsic rewards: These are related to pay or compensation issues.

19. What is performance appraisal? ( Au June 06)

Performance appraisal is a systematic and objective assessment or evaluation of performance and
contribution of an individual.

20. List common barriers to team progress.

The common barriers to team progress
1.Insufficient training
2.Incompatible rewards and compensation
3.Lack of management support

21. Give the steps involved in training process?

The steps involved in training process are
1. Make everyone aware of what the training is all about.
2. Get acceptance.
3. Adapt the program.
4. Adapt to what has been agreed upon.
22. What are the types of appraisal formats?
The types of appraisal formats are
i.Ranking
ii. Narrative
iii. Graphic
iv. Forced choice

23. Define Recognition and Reward?

Recognition is a form of employee motivation in which the organization publicly
acknowledges the positive contributions an individual or team has made to the success of the
organization. Reward is something tangible to promote desirable behavior.
Recognitionand reward go together to form a system for letting people know they are Valuable
Members of the organization.

24. What are the benefits of employee involvement?

The benefits of employee involvement are

 Employee Involvement improves quality and increases productivity because employees

make better decisions using their expert knowledge of the Process.
 Employees are more likely to implement and support decisions they had a part in making.
 Employees are better able to spot and pinpoint areas for improvement.

25. What are the basic ways for a continuous process improvement?
The basic ways for a continuous process improvement are
 Reduce resources
 Reduce errors
 Meet or exceed expectations of downstream customers
 Make the process safer
 Make the process more satisfying to the person doing it.

26. What are the three components of the Juran Trilogy?

The three components of the Juran Trilogy are
i. Planning
ii. Control
iii. Improvement

27. What are the steps in the PDSA cycle?

The steps in the PDSA cycle are
The basic Plan-Do-Study-Act is an effective improvement technique.
1. Plan carefully what is to be done
2. Carry out the plan
3. Study the results
4. Act on the results by identifying what worked as planned and what
didn’t.

28. What are the phases of a Continuous Process Improvement Cycle?

The phases of a Continuous Process Improvement Cycle are
a) Identify the opportunity
b) Analyze the process
c) Develop the optimal solutions
d) Implement
e) Study the results
f) Standardize the solution
g) Plan for the future

29. What are the three key elements to a partnering relationship?

The three key elements to a partnering relationship are
i. Long-term commitment
ii. Trust
iii. Shared vision

30. What are the objectives of Performance measures?

The objectives of Performance measures are
i. Establish baseline measures and reveal trends.
ii. Determine which processes need to be improved.
iii. Indicate process gains and losses.
iv. Compare goals with actual performance.
v. Provide information for individual and team evaluation.
vi. Provide information to make informed decisions.
vii. Determine the overall performance of the organization.

31. What are the characteristics used to measure the performance of a

Particularprocess?
The characteristics used to measure the performance of a particular
Process are
i. Quantity
ii. Cost
iii. Time
iv. Accuracy
v. Function
vi. Service
vii. Aesthetics

32. Define 5S?

5S Philosophy focuses on effective work place organization and standardized
work procedures. 5S simplifies your work environment, reduces waste and non-value
activity while improving quality efficiency and safety.
Sort – (Seiri) the first S focuses on eliminating unnecessary items from the
workplace.
Set In Order (Seiton) is the second of the 5Ss and focuses on efficient and effective
storage methods.
Shine: (Seiso) Once you have eliminated the clutter and junk that has been clogging
Yourwork areas and identified and located the necessary items, the next step is to
Thoroughlyclean the work area.
Standardize: (Seiketsu) Once the first three 5S’s have been implemented, you
Shouldconcentrate on standardizing best practice in your work area.
Sustain: (Shitsuke) This is by far the most difficult S to implement and achieve.
Once fully implemented, the 5S process can increase morale, create positive
Impressionson customers, and increase efficiency and organization.

33. What is Kaizen?

Kaizen is a Japanese word for the philosophy that defines management’s role in
Continuouslyencouraging and implementing small improvements involving everyone. It is the
process ofcontinuous improvement in small increments that make the process more efficient,
effective,under control and adaptable.

UNIT III

What are the types of check sheets commonly used?

5 types:
Classification check sheet,
Defect location check sheet,
Frequency check sheet,
Measurement scale check sheet,
Check List

How is Six sigma followed in organizations ?

Using DMAIC ( Define, measure, analyse, Improve, and Control)
The alternative method DMADV stands for Design-Measure-Analyze-Design-Verify
3 Define RPN
RPN is the product of the severity, occurrence, and detection scores.

Name the different types of control charts for attributes?

P, np, C and u
 What is meant by benchmarking visit and Benchmarking Partners ?
Benchmarking involves measurements to provide a meaningful comparison; collection usually
involves in-person meetings and site visits of areas being benchmarked.
Benchmarking refers to the search for the best practices from other Companies. These companies
are referred to as Benchmarking Partners.

What is the affinity diagram?

The affinity diagram organizes a large number of ideas into their natural relationships. This
method taps a team’s creativity and intuition. It was created in the 1960s by Japanese
anthropologist JiroKawakita.

What are the problems in benchmarking a direct competitor ?

Data may not be easy to collect. Ethical and legal concerns.
Explain Matrix Diagram ?

What does DMAIC convey in six sigma ?

DMAIC is an acronym for Design-Measure-Analyze-Improve-Control.
What are the benefits of benchmarking?
a. . Creating a culture that values continuous improvement to achieve excellence.
b. . Sharing the best practices between benchmarking partners.
c. . Prioritizing the areas that need improvement.
d. . Enhancing creativity by devaluing the not invented here syndrome
e. . Increasing sensitivity to changes in the external environment.
f. .Shifting the corporate mindset from relative complacency to a strong sense of urgency for
ongoing improvement.
g. .Focusing resources through performance target set with employee unit.

Highlight the features of an activity network diagram?

An Activity Network Diagram is a diagram of project activities that shows the sequential
relationships of activities using arrows and nodes.
 Activity – part of the project represented by an arrow or line
Best Estimate(B) – earliest completion time
Critical path(CP) – the most time consuming path through the diagram with no slack time
Earliest Start Time(EST) – earliest possible time for an activity to begin
Network – the project shown graphically
Most likely estimate(M) – length of time probably needed

What is the purpose of a Pareto diagram?Or State the principle of pareto analysis

The purpose of a Pareto diagram is to separate the vital few from the many problems
It shows where to direct improvement efforts
Focusing on main problems will be more productive than focusing on all the problems.

Name the new management tools?

1) Affinity Diagram
2) Interrelatioship Digraph
3) Tree Diagram
4) Matrix Diagram
5) Prioritation matrices
6) Process Decision Program Chart
7) Activity network Diagram

What are Control Charts for variables? Name the types.

The control chart is a graph used to study how a process changes over time. Variable control
charts the quality characteristic can be measured and expressed in numbers.
Types: x and s ; moving average and moving range; X and moving R; Median and Range

Define Benchmarking
American productivity and quality centre has defined the benchmarking as “the process
of identifying, understanding, and adopting outstanding practices and process from organizations
anywhere in the world to an organization to improve its performance.

What is benchmarking .give an example

( Definition see previous question). Xerox benchmarked its manufacturing process with
Japanese companies.

What is meant by benchmarking visit and Benchmarking Partners ?

 Benchmarking involves measurements to provide a meaningful comparison; collection usually
involves in-person meetings and site visits of areas being benchmarked.
Benchmarking refers to the search for the best practices from other Companies. These companies
are referred to as Benchmarking Partners.

What are the problems in benchmarking a direct competitor ?

Data may not be easy to collect.
Ethical issues because data may be procured through unethical methods.
Legal concerns as competitor can file a case due to patent or copyright issues or advertising
issue.

How is benchmarking used in the industry ?

It is used in the industry in any of the following ways:
1. Product Benchmarking: this refers to comparison of different features and attributes of
competing products and services.
2. Performance Benchmarking: this refers to comparison of performance indicators related to a
business as a whole or to the group of critical activities or processes.
3. Process Benchmarking: this refers to comparison of processes. It identifies a more effective
and efficient process to be implemented.
4. Strategic Benchmarking: this refers to examining competitive position in the market place. It
helps the company to study the business strategy of another successful business and use the
strategy for becoming more competitive.

What are the 7 quality tools ?

1) Pareto Diagram
2) Process Flow Diagram
3) Cause and Effect Diagram
4) Check Sheets
5) Histogram
6) Control Charts
7) Scatter Diagrams

What is 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.
FMEA is a “before-the-event” action requiring a team effort to easily and inexpensively alleviate
changes in design and production.
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.

What are the types of FMEA?

There are several types of FMEA : design FMEA, process FMEA, equipment FMEA,
maintenance FMEA, concept FMEA, service FMEA, system FMEA, environmental FMEA, and
others.

What Is A Failure Mode?

A Failure Mode is:
 The way in which the component, subassembly, product, input, or process could fail to perform
its intended function
Failure modes may be the result of upstream operations or may cause downstream operations to
fail.Things that could go wrong

Why is FMEA required ?

 Methodology that facilitates process improvement

 Identifies and eliminates concerns early in the development of a process or design
 Improve internal and external customer satisfaction
 Focuses on prevention
 FMEA may be a customer requirement
 FMEA may be required by an applicable
Quality System Standard

What are the reasons for benchmarking?

Identify opportunities to improve performance
Learn from others’ experiences
Set realistic but ambitious targets
Uncover strengths in one’s own organization
Better for prioritization and allocation of resources

How six sigma is being followed in general electric company ?

 Focus on Customer, Process and employee focus.

 Training courses are offered at various levels:
 Quality Overview Seminars: basic Six Sigma awareness.
 Team Training: basic tool introduction to equip employees to participate on Six Sigma
teams.
 Master Black Belt, Black Belt and Green Belt Training: in-depth quality training that
includes high-level statistical tools, basic quality control tools, Change Acceleration Process and
Flow technology tools.
 Design for Six Sigma (DFSS) Training: prepares teams for the use of statistical tools to
design it right the first time.
What is the need for six sigma state?
A medium aircraft consists of 10,000 different parts. At 3 quality, 27 of those parts in an
assembled aircraft would be defective. So three sigma quality level cannot be accepted as good
enough quality level. So we have to increase the sigma level (i.e., reducing the number of
defectives). In fact, even four sigma quality also not sufficient for the aircraft case. That’s why
six sigma quality level is preferred than 3 and 4 quality levels.

How is the cause and effect diagram drawn?

The cause and effect diagram is a graphical tabular chart to list and analyze the potential causes
of a given problem. The cause and effect diagram is also called the fishbone diagram because of
its appearance
 UNIT IV

2MARKS

What is Quality Function Deployment(QFD)?

 Quality Function Deployment is a planning tool used to fulfill customer expectations.
 Quality Function Deployment focuses on customer expectations or requirements, often referred
to as voice of the customer.

How can qfd be deployed ?

Phase 1: product planning

Step1: list customer requirements
Step2: List technical descriptors
Step3: Develop a relationship between WHATS AND HOWS
Step4: Develop a interrelationship matrix between HOWS
Step5: Do competitive assessments
Step6: Develop prioritized customer requirements
Step7: Develop prioritized technical descriptors.
Phase 2: part development
Step8: Deploy QFD process down to sub-components level both in terms of requirements and
characteristics.
Step9: Deploy the component deployment chart. Relate the critical sub-component control
characteristics.
Phase 3: process planning
Step10: Develop the relationship between the critical characteristics and process used to create
the characteristics
Step11: Develop the control plan relating critical control to critical processes.
Phase 4: production planning
Step 12: Tabulate operating instructions from process requirements
Step13: develop prototype and do testing
Step14: Launch the final product to the market.

What are the areas in which qfd is used?

a) In automobile industry, Ford, chrysler and general motors
b) In electronic field, Digital equipment, texas instruments
c) Numerous other companies like P&G, Kendall company, Hewlett packard, Polaroid etc

Define Process capability or What is Process Capability

Process capability is the ability of the process to meet the design specifications for a service or
product.Process capability ratio, Cp, is the tolerance width divided by 6 standard deviations
(process variability).

Name the types of Control charts for Attributes ?

What is Taguchi’s Loss Function?

Taguchi Methods is a statistical methods developed largely by GENICHI TAGUCHI to i
Quality Loss Occurs when a product’s deviates from target or nominal value.
Deviation Grows, then Loss increases.Taguchi’s U-shaped loss Function Curve. Improve quality
of manufactured goods.
 Define quality loss function. Or Give Taguchi’s definition of Quality.
Taguchi defines quality as “the loss imparted by the product to society from the time the
product is shipped”.This loss includes costs to operate, failure to function, maintenance and
repair costs, customer dissatisfaction injuries caused by poor design and similar costs.

What are the Benefits of TPM

Define TPM(Total Productive Maintenance).

Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s expectations.
Maintenance = keeping equipment and plant in good condition at all times.
Total Productive Maintenance (TPM) is defined as keeping the running plant and equipment at
its highest productive level with the co-operation of all areas of the organization.

What are Quality costs? Or What do you mean by the term cost of quality ?

 Quality costs are defined as those costs associated with the non-achievement of product / service
quality as defined by the requirements established by the organization and its contracts with
customer and society.
 In simple word, quality cost is the cost of poor products or services.
The cost of quality (COQ) can be classified into the following four categories.
• Cost of prevention
• Cost of appraisal
• Cost of internal failures, and
• Cost of external failures.

What is a quality circle ?or Who constitutes a quality circle ?

“Quality Circle is a small group of employees in the same work-area or doing a similar type of
work whovoluntarily meet regularly for about an hour every week to identify, analyse and
resolve work-related problems, leading to improvement in their total performance, and
enrichment of their work life”

What are the six basic techniques for presenting performance measures ?
They are
 Time series graph.
Control charts.
Capability Index.
Taguchi’s loss function.
Cost of poor quality.
Malcolm Baldrige National Quality Award.

.. Brief the approaches involved in FMEA ?

FMEA is a design tool for assessing risk associated with the different ways (modes) in which a
part or system can fail, identifies the effects of those failures, and provides a structure for
revising the design to mitigate risk where necessary.
Approach:
: Identify modes of failure (e.g.: car won’t stop)
2: Identify consequences & related systems for each mode
3: Rate the Severity (S) of each effect
4: Identify potential root causes for each failure mode
5: Rate the Probability of Occurrence (O) of each root cause
6: Identify process controls and indicators (e.g.: brake squeal)
7: Rate Detectability (D) of each mode/root cause
8: Calculate risk priority (S*O*D) and criticality (S*O)
9: Use design to mitigate high-risk or highly critical failures, and re-assess to ensure goals have
been achieved

7. What is signal to noise ratio ?

According to Taguchi, the producer must maximize the Signal-To-Noise (S/N) ratio. Taguchi
uses log functions to determine the Signal-To-Noise ratios that optimize the desired output
Bigger the better: S/N = -10*log (mean square of the inverse of the response)
Smaller the better: S/N = -10 *log (mean square of the response)
Nominal the best: S/N = 10 * log (the square of the mean divided by the variance)

8. What is OEE ? What is the formula for OEE ?

OEE is Overall Equipment Effectiveness and is calculated as:
OEE = Availability x Performance x Quality
Availability
Availability takes into account Down Time Loss, and is calculated as:
 Availability = Operating Time / Planned Production Time

Performance
Performance takes into account Speed Loss, and is calculated as:
 Performance = Ideal Cycle Time / (Operating Time / Total Pieces)
Ideal Cycle Time is the minimum cycle time that your process can be expected to achieve in
optimal circumstances. It is sometimes called Design Cycle Time, Theoretical Cycle
Quality
Quality takes into account Quality Loss, and is calculated as:
 Quality = Good Pieces / Total Pieces
9. Define QFD
 QFD is a rigorous method for translating customer needs, wants, and wishes into step-by-step
procedures for delivering the product or service.

10. What are the benefits of QFD ?

Benefits of QFD :
a) Promotes better understanding of customer demands
b) Improves customer satisfaction
c) Promotes team work
d) Concentrates on design effort
e) Provides better documentation
f) Reduces overall costs
g) Breakdowns barriers between functions and departments

11. What is meant by House of Quality ?

The house of quality converts the voice of the customer into product design characteristics. QFD
uses a series of matrix diagrams, and resembles a house.
Basic structure of house of quality:
1. Customer requirements(WHATs)
2. Technical descriptors (HOWs)
3. Relationship matrix between WHATs and HOWs.
4. Relationship matrix between HOWs.
5. Prioritized customer requirements ( through competitive assessment)
6. Prioritized technical descriptors( through competitive technical assessment)

11. What are the 6 big losses of TPM ?

1. Breakdown : long interruptions, expensive repairs
2. Setup and changeover: taking much longer than needed
3. Idling and minor stoppage : hard to quantify, add up to big losses
4. Reduced speed: equipment cycle times have gradually deteriorated
5. Defects and rework : quality losses and unhappy customers
6. Start up losses: too long to get to steady state after a change

12. What are the functions of quality circles ?

Quality circles identifies, analyses and resolves work-related problems The employees who
work continuously in a work area knows best what problems are hindering achievement of high
quality, productivity and optimum performance as also how they can be remedied.
Quality circle leads to total performance As quality circles resolve work related problems
relating to quality, productivity, cost reduction,safety etc. the total performance of the work area
naturally improves.
Quality circle enrich work life The spin off benefits of quality circles of the organization
includes enrichment of the work life of their employees apart from attitudinal changes, cohesive
team culture, etc.
13. List the objectives of TPM program.
 Avoid wastage in a quickly changing economic environment.
 Producing goods without reducing product quality.
 Reduce cost.
 Produce a low batch quantity at the earliest possible time.
 Goods send to the customers must be non defective.

14. What are the Benefits of TPM ?

Increased Performance
Increased Availability of Machinery
Increased Quality
Increased Overall Equipment Effectiveness.

UNIT V

2 MARKS

What are the objectives of ISO 9000 standards?

 To cover all key processes in the business;

 To monitor manufacturing processes for producing quality products;
 To keep proper records and documents what is being done;
 To check for defects, with corrective action
 To reviewl processes and the quality system for effectiveness.

Define ISO.Or What are ISO 9000 standards?

 ISO, founded in 1947, is a worldwide federation of national standards bodies from some 100
countries, with one standards body representing each member country. The American National
Standards Institute (ANSI), for example, represents the United States.

In very simplified terms , the standards require an organization to say what it is doing to ensure
quality, then do what it says, and, finally document or prove that it has done what it said.

Why is a quality system required ?

 ISO represents a systemic tool for bringing quality processes under control. Once processes are
controlled, they can be continuously improved, resulting in higher-quality products.

What is the use of quality auditing ?or What are the objectives of Quality audits
Quality auditing is carried out:
 to check whether a quality system is effective or not.
 To check Whether it complies with planned arrangements,
 To check if implementation of QMS is effective
 To check whether these QMS are suitable to achieve the objectives.

What are Organization standards and product standards ?

ISO14000 series is divided into two separate areas-the organization evaluation standards (OES) and the product
evaluation standards(PES).
OES: deals with Environmental Management System (EMS), Environmental Auditing (EA), and
Environmental Performance Evaluation (EPE).
PES: Environmental Aspects in Product Standards (EAPS), Environmental Labeling (EL), and Life-Cycle
Assessment (LCA).
What are the main elements of iso14000 ?

6 main elements:
1. GENERAL REQUIREMENTS
2. ENVIRONMENTAL POLICY
3. PLANNING
4. IMPLEMENTATION & OPERATION
5. CHECKING & CORRECTIVE ACTION
6. MANAGENMENT REVIEW

What are the objectives of Internal audit?

Objectives of the Internal audit
• To verify conformance to applicable standards
• To verify conformance to documented procedures
• To verify effectiveness of the processes in the system
• To identify opportunities to improve the system
• Creating an environment for successful audits
• Identify opportunities for improvement
• Maintain ISO 9001 certification

What is the concept of environmental management system?

The overall aim of the Environmental Management systems is to provide protection to the
environment and to prevent pollution.The reason is because of the world wide emphasis on
environmental issues.
The success of ISO 9000 along with increased emphasis on Environmental issues were
instrumental in ISO’s decision to develop Environmental Management Standards.
Environmental Management System (EMS) is identified as ISO 14000.
 What are the benefits of EMS?

BENEFITS OF ENVIRONMENTAL MANAGEMENT SYSTEM :

GLOBAL BENEFITS
Facilitate trade & remove trade barrier
Improve environmental performance of planet earth
Build consensus that there is a need for environmental management and a common
terminology for EMS

ORGANIZATIONAL BENEFITS
Assuring customers of a commitment to environmental management
Meeting customer requirement
Improve public relation
Increase investor satisfaction
Market share increase
Conserving input material & energy
Better industry/government relation
Low cost insurance, easy attainment of permits & authorization

Enumerate the ISO 9000 series of standards.

ISO 9000: 2005 - Quality Management Systems (QMS) – Fundamentals and Vocabulary
discusses the fundamental concepts related to QMS and provides the terminology used in the
other two standards.
ISO 9001 : 2008 – Quality Management Systems (QMS) – Requirements is the standards used
registration by demonstrating conformity of the QMS to customers, regulatory and
organization’s own requirements.
ISO 9004 : 2000- Quality Management Systems (qms) – GUIDELINES FOR PERFORMANCE
IMPROVEMENT provides guidelines that an organization can use to establish a QMS focused
on improving performance.

What is quality audit and the types of audits?

Quality Audit
Systematic, independent and documented process for obtaining audit evidence and evaluating it
objectively to determine the extent to which audit criteria are fulfilled.
Types of audit
 3 types
 Process audits
 Product audits
 System audits
 Adequacy Audit.
 Compliance Audit

TYPES OF QUALITY AUDIT ( another classification):

1. First – Party Audit.
2. Second – Party Audit.
3. Third – Party Audit.
 What are the general requirements of quality management system ?

1. Scope
2. Normative Reference
3. Terms and Definitions
4. Quality Management System description (QMS)
5. Management Responsibility
6. Resource Management
7. Product Realization
8. Monitoring and Measurement

Draw the documentation pyramid.

1
Quality POLICY – Policy Manual WHY (statement), WHAT ( will be done))
2
Quality PROCEDURE- WHO,WHEN, WHERE
3
PRACTICE, Work instructions- HOW
4
PROOF-RECORDS

What is the aim of the environmental management system.

The overall aim of the Environmental Management systems is to provide protection to the
environment and to prevent pollution.
What is the benefits of following ISO quality systems?
 Achievement of international standard of quality.
 Value for money.
 Customer satisfaction.
 Higher productivity.
 Increased profitability
 Improved corporate image
 Access to global market
 Growth of the organization
 Higher morale of employees

Mention the objectives of quality audits