= \t8 Ne SRI RAMAKRISHNA ENGINEERING COLLEGE, COIMBATORE Asso i Aree y MAAC N'A ORADE Apr by AICTE at Pc nd As ts CN) AUTONOMOUS EXAMINATIONS - NOV 2018 B.E/B. TECH- UG SEMESTER SUBJECT CODE & SUBJECT NAME: 16ME214- Total Quality Management | ” ‘Answer ALL questions Duration: 3 Hours ‘Maximum: 100 Marks EE PART-A (10x 1=10 Marks) Objective Type - Multiple Choice Question iH 7” Syllabus Coverage ‘Where was Total Quality Management first devel@ped? a) USA UK NL Japan Korea “Answer Unit 1 2. Total Quality Management (TOM) focuses on 7 = 2) Empioy 'b) Customer \ ofbck a&b @) None “Answer: € 3. | Wha the aim of fool proofing technique used for total qualify management? | ‘achieve | b) to specify time €) to specify targets | d) none ‘zero defects | schedules : ‘Answer: @ Unit I [~4. ("The aim of Just-In-Time manufacturing principle is o eliminate ‘time ©) labour wastage oD cost of excessive “LaF Allof the them wastage [ inventory “Answer: d 3. | What is meant by Kaizen? 3) card signal 0) to avoid imadverent {97 Ghange for beier | d)none errors quality | “Answer € © | What is the first step in a control process? a) Allocate | 6) Choose Key personnel | 6) Seiect a strategy p= standards resources for the task ‘Answer: d 7. | Whieff of the following is responsible for quality objective? fop level 'b) Middle level c) Frontline d) All of the them ‘management | management management | unica Answer: 3. Which of the followingAS for Environment management? a) 180-9000 [SO-14000 ©) IS0-26000, [4) 8031000 Answer: b 9. jective of IS0-9000 family of Quality management is Unit 1V n|ACustomer |b) Employee satisfaction | c) Skill enhancement | d) Environmenial _|Satisfaction issues Answer: a, 10. TSO both Focuses on. ‘ustomer__| b) Employee _. ©) Supplier [Dall “Answer: a PART-B. 6x3 Short Answers = 15 Marks) Syllabus Coverage i Define Total Quality and list the dimensions of quality. © "TQM isan enhancement to the traditional way of doing business Its the art of managing the whole to achieve excellence. [tis defined both 2 philosophy anki a set of guiding principles that represent the foundation of a continuously improving organization. It isthe application of quantitative methods and ‘human resources t prove all the processes within an organization and exceed customer needs now aad inthe future It integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. « Dimensions of Quality are: Features, Conformance, Reliability, Durability, Service, Response, ‘Aesthetics, Reputation 12. humerate the steps to benchmark? ‘+ Decide what to benchmark Understand current performance Plan Study others Learn from the data Use the findings 1B. List the goals of TPM? Answer: “The overall goals of Total Productive Maintenance, which is an extension of TQM are: © Maintaining and improving equipment capacity © Maintaining equipment for life ‘© Using support from all areas of the operation ‘© Encouraging input from all employees ‘Using teams for continuous improvement 14, Give the benefits of ISO? Answer! Fewer on-site audit by customers. Increased market share. Improved quality, both internally and externally. Improve product and service quality levels from suppliers. Greater awareness of quality by employees. A documented formal system. Reduced operating costs.Predict the requirements of ISO 9001 * Séope ‘+ Normative Reference © Torms and Definitions * Quality Management System + Management Responsibility + Resource Management ‘+ Product Realization Measurement, Analysis & Improvement PART-C (Sx 15 = 75Marks) Long Answers [Answer any FIVE Questions] 4) | Describe about Quality Cost, Mention four categories of quality cost, 12 Marks | Cost of quality is a methodology that allows an organization to determine the extent to which its ‘sources are used for activities that prevent poor quality, that appraise the quality of the organization's Products or services, and that result from internal and extemal failures. Having such information allows ‘an organization to determine the potential savings to be gained by implementing process improvements, | Quality-related activities that incur costs may be divided into prevention costs, appraisal costs, and internal and external failure costs, Prevention costs Prevention costs are incurred to prevent or avoid quality problems. These costs are associated with the Sesien, implementation, and maintenance of the quality management system. They are planned and incurred before actual operation, and they could include: Product or service requirements—establishment of specifications for incoming materials, processes, finished products, and services Quality planning creation of plans for quality, reliability, operations, production, and inspection Quality assurance—creation and maintenance of the quality system Training—development, preparation, and maintenance of programs Appraisal costs Appraisal costs are associated with measuring and monitoring activities related to quality. These costs are associated with the suppliers’ and customers’ evaluation of purchased materials, processes, products, nd services to ensure that they conform to specifications. They eould include: Verification checking of incoming material, process setup, and products against agreed specifications Quality audts—confirmation thatthe quality system is functioning correctly ‘Supplier rating—essessment and approval of suppliers of products and services Intemal faifure costs Intemal feilure costs are incurred to remedy defects discovered before the product or service is delivered to the customer. These costs occur when the results of work fail to reach design quality standards and are detected before they are transferred tothe customer. They could include: Weste—performance of unnecessary work or holding of stock as a result of emors, poor orgunization, of communication ‘Scrap—defective product or material thet cannot be repaired, used, or sold Rework or rectification—correetion of defective material or errors Failure analysis—activity required to establish the causes of internal product or service failure External failure costsaia Tare cas ave outed to remedy Geiss discovered by Gstomers, Thess oats ‘oceur wien producs or services that fil 0 reach design quality standards are not detected until efter transfer t0 the customer. They could include: Repairs and servicing—of both retumed products and those inthe field Waranty claims-—failed products that are replaced or services that f= e-performed under a guarantee Coamplaints--all work and costs assotated with handing and servicing customers’ complaints omen ating and investigation of rejected rfealled produ, nelading anspor oss j | By | Expres the esental stops forthe quality planing in an organization. 03 Marks 1. ESTABLISH THE PROJECT 2, IDENTIFY THE CUSTOMERS. 3, DISCOVER CUSTOMER NEEDS 4, DEVELOP THE PRODUCT 5, DEVELOP THE PROCESS & DEVELOP THE CONTROL AND TRANSFER TO OPERATIONS 17. TT ifistraie about the fourteen principles of Deming’s approach. [15 marks | Deming’s 14 Key Principles TP cangrancy of purpose: Create constaney of purpose for continual Haprovensnt of products and aoeaaeney ay allocating resources to provide for long range needs rathet oh only short term profitability, wih a plan to become competitive, to stay in business, and to provide jobs. Prone new philosophy: Adopt the new philosophy. We are in a new ecovownlt 1 created in Japan. 2 Te ne Tengo lve with commonly accepted levels of delays mistakes, defective materials and secre workmanship. ‘Transformation of Western management style Is necessary 10 halt the continued decline of business and industry $Chuse dependence on mass inspection: Eliminate the need for mass inspection the way of life 10 achieve quality by building quality into the product inthe first plece- Require statistical evidence of built in quality in both manufacturing and purchasing functions, area iRwest tender contracts: End the practice of awarding business solely 08 ihe basis of price ta. Thstcad require meaningful measures of quality along with price, Reduce the ‘number of suppliers for aaa esr by eliminating thse that do not quality with statistical and other evidence of quality. The te sae nize otal cost, not merely inital cos, by minimizing variation. This say be achieved by | moving toward a single supplier for any one item, on @ Tong term relationship of loyalty and trust, Purchasing managers have anew job, and must lear it. 5; Improve every process: Improve constantly and forever every process for planning, production, and aeare ycarch continaly for problemas in orde: to improve evry activity in te compar, improve quality and productivity, and thus to constanily decrease cost Tnstitute innovation and constant Fnprovement of product, service, and process. Its management's fo ‘work continually on the system (design, incoming materials, maintenance, improvement of machines supervision, training, retraining). 6. Institute training on the job: ‘oder methods of training on the job for ell, including t anagemen, to make beter use of every employee, New skills are required 0980 UP ‘with changes in arc methods, product and service design, machinery, techniques, and servic, aie laership: The aim of supervision shouldbe f help people and machines and gadgets to do T poster job, Supervision of management is in need of overheul, as well as superv sion of production workers. 3 Drive out fear: Encourage effective two-way communication and other means drive out fear throughout the organization so that everybody may work effectively and more productively for the company. 4S ReaR down barriers: Break down barriers between departments and staff ares People in different areas, such as Leasing, Maintenance, Administration, must work in teams ‘0 tackle problems that mey bbe encountered with products or service. | 76 Eloninate exhorations: Eliminate the use of slogans, posters and exhortations for the work fores, deuanding Zero Defects and rew levels of productivity, without providing methods Such exhortations nly create adversarial relationships; the bulk ofthe causes of low quality ‘and low productivity belong, ‘othe system, and thus lie beyond the power of the work fores.Indeed, it is not ‘They must know top management 14. Top management commitme Clearly define top management's permanent commitment 1 gier improving quality and productivity, and their obligaticn to ‘implement all of these principles, Sanat eanoP management commit themselves for le to quality and oeeheet ‘what it is that they are committed to-that is, what they must do, ‘Create a structure in that will push every day on the preceding 13 Pi ints, and take action in order to accomplish the transformation, Support is not enough: action required! | 5) [Demonstrate in detail about the different iypes of castomes [15 Marks ‘Wandering Custor sure what to buy, only for confirmi | should be proper | sense of interest, Different Types of Customers Gausrmers play the most significant part in business. Infact the customer is the actual boss in a deal and is responsible for te actually profit forthe organization, Customer the one who uses the products services and j i i ~ These types of customers are less in numbers but promote more sales and profit as, Compared to other customers as these are the ones which are completely satisfied. These customers that demands pote and respectful responses from supplier Discount Customers- Disc: initiating them to buy these. These customers could Possibly be lost if not tackled effiently with positive interaction, Trace Sta te last profitable customers as sometimes they themsehes are not igeg ustomers are normally new in industry and most ofthe times sa ‘suppliers ng ils needs on products, They investigate fetures of most prominent products in Fa Xe but do ot buy any of those or show lest interes in buying. Te ‘grab such cusinraers they ' informed cbout the various positive features of the products so tet they develop a “5S.Hy [Explain in detail “about Quality policy and Quality Sojectives in TQM. T_15 Marks, Da Inspection will actively pursue coneivion Trnproving quality through programs thet ‘enable seve amployee to do thelr job right the first ime ay sme. The sucess of our busines is ‘on partnerships with our customers ‘and suppliers. ithe poly of Level 3 Inspections t0 achieve acd maintain the highest standard of quality in al aspects of service provided. The Purpose © Ar grel3Inspection’s quality managemetts)St2 isto: apt tly provide quality inspection service that Peforms 1o customer, regulatory and tatntory requirements ease that all personnel are competent and qualified forthe tasks they perform and thet all personnel apply the: jes and procedures documented. in our Quality Management System | To pnally and effectively perform inspection oipes to produce accurate and presse rests cerereontly comply with 6017025, AS9100 & D900 to ensue quality inspection services and 10 ‘Sotinually improve the effectiveness ofthe ‘Quality Management System Quality Objectives: STplement and maintain en ISO17025, |A89100 & 1S09001 compliant QMS » Tnerease ‘in Customer “yuisfaction rating greater than 4.2 ¢ Reduce project delays past target date by 20% Satablsh the level ofthe laboratory's perforate “Rian test method changes to improve performance where applicable Make that all personne are trned f0 0 [eve rian with the quality management system appropriate to the individual's degree cof responsibility ‘improve and validate laboratory ol dplogies by pavtiipation in retnod validation collaborative tests teSerablish and report on quality improvernents | | j [ipl bey about “bench marin process”. 110 Marks “There are shx steps in benchmarking process ‘which ave given below. 1 Deciding what to benchmarking 2, Understanding current performance 3, Planning 4 Shudying ofhers 5, Leaming from the data Using the findings and taking ection. Deciding what to Benchrnarke : peetcital stage of benchmarking isto determ what to benchmark and against whom t0 do <9. Improvement to bestin class levels 1 sme areas will contibute greatly fo market and financial icons, whereas improvernent in other areas will have no significant impact. ‘Understanding current performance: ier tlysis is an essential step in effctve tench marking, It is important to know your CW” processes, products, and services DSO" Ye teapt to understand the processes, product, and services rrmeother organization, Because, without mh knowledge of your own products end POSSE you may nat realize the extent of Your improvement opportunities. Planning hace the internal processes are understood, benchmarking team should be formed, A fear represents Ghterent perspectives, special skills and & ety of business connections. The tearm wil decide what type of benchmarking to perform, what Pe arate are tobe collected, andthe metodo collection. It OF er to find appropriate bencimarlsng Part fay be any person (or) organization thet supplies you with information contets th She suppliers, consultants, customers and ‘people within the ‘rganization are the gold mines of information. ding planning process requires examins\ion of several outside organization. Normally # giided into number of sub~ processes. Single organization isnot “best in— class) for all |__| statis for at subprocesses. oe mulipe organizations should be studied for enchmarking. __| iedStudying Others For studyit 1. Questioy 2. Site visi re ter ongenizations, there Me three techniques used, naires its 3. Focus Groups, Talent 2. Identis luct an evaluation s. Evaluate technical deson $._ Determine wi ae if) voice oF the o technical descriptors, 01 2. FEMA attempts to detect the potent 3. FEMA anticipates tne causes OF fai 4 dobugs and prevents Eroblems that may occur fe the defici ted 0 the development cr quality soy duiremerss given ¢ th 2000, which clarifies the principal FEMA compares the design character iencies in the Ofgenizationey tial Product related titan . 2 nat fom happening. ure and py relative to the p ‘manufacturing process lanned Mufti (or) assembly# Inonder to assure the quality of a product, the manufacturer must ensure its quality. So, to ensure 7elationships among them, and provides guidance for the selection and use of the ISO 9000 family. this quality it is necessary to make a systematic study and control check at every stage of production. It is also essential (o take critical review of efforts and achievements of the company With respect to the quality of the product, ‘Thus, it is necessary to develop a standerd quality system. + The quality assurance system should provide for contract review to ensure that customer requirements are adequately defined and documented and that the company has the capability to meet these requirements. + Quality assurance comes from process control, Therefore, quality assurance systems includé documented procedures for production, installation, and. service activities; the appropriate equipment and working environment; methods for monitoring and controlling critical quality ‘characteristics; approval processes for equipment; criteria for workmanship, such as written standards, samples, of illustrations; and maintenance activities. Process control also includes monitoring the accuracy and variability of equipment, operator knowledge and skills, the accurac of measurement results and data used, and environmental factors. 7 + Traditionally, quality assurance was a result of mass final inspection. Heavy reliance on inspection proliferated deeause of the industrial revolution and the division of labor. The role of the inspection {epartment was to seek out defeetive items in production and remove them prior to shipment. «+ Deming tried to eliminate mass inspection. According to him the true purpose of inspection is to provide information to control and improve the process effectively. «+ Inspection and/or testing is performed at three points in the production process: at receipt of incoming materials, uring the manufacturing process, & upon completion of production, Ilustrate about the various clauses in ISO 9001? ib Make ZB. D 1S0 9001 defines 20 elements necessary for a quality management system, a5 listed below: Management Responsibility (Element 1) ‘The company has to define its commitment to 2 quality policy, which is understood, implemented and maintained at all levels of the organization, and to define its quality goals. Responsibilities and futhorities have to be defined and documented. The company must provide adequate resources and appoint a member of the management as a representative for quality management, Atleast once a year, ‘a management review must be held and recorded to evaluate the quality system. Quality System (Element 2) ‘A quality manual, covering all elements of the ISO standard, has to be prepared to document the quality system. Procedures must be documented and controlled. The company has to prepare a quality plan to censure that quality requirements are understood and fulfilled. Contract Review (Element 3) ‘The company has to establish and maintain documented procedures for contract review, to document the customers’ requirements and ensure the capability to fulfil the contract or order requirements. Records of contract review shall be maintained. Design Control (Element 4) ‘The company has to establish and maintain documented procedures to control and verify the design of a new product or service to fulfill eustomers' requirements. The requirements must be identified and there must be design reviews, design verification and design validation, Design changes shall be documented, reviewed and authorized. Document Control Element $) ‘All documents relevant for quality have 1o be controlled to ensure that the pertinent issues of appropriate documents are available st all locations. When necessary, they are to be replaced by updated versions, Changes shall be reviewed and approved by the same organizat ned performed the original review or approval. ae Purchasing (Element 6) [ Purchaser Supplied Product (Element 7) ‘The company must monitor the flow of purchasing and evaluate the subeontractor’s ability to fulfill specified requirementsor batches, Process Control (Element 9) All processes of production or servi ‘and product character Inspection and Testing The company must in-pr Toaion and testing. These inspections end tests must be recorded, ‘Test Equipment (Element 11) The items of equipment used for {nsbection, measuring and testing must be ‘identified and recorded, They must be controle, calibrated and ‘checked at prescribed intervals, Inspection and Test Stats (Blemen? 12) | Tre, atts of the product or service mat be ldenttied at all stages as conforming or nonconforming. sed, This isto ensure dat only conforming ‘Products or services are dispatched or | Control, of Nonconforming Product (Element 13) ee CaMPRAY must establish procedures te “of nonce nconforming products ot services are | pottectional Prevention (Element 14) Procedures must be established 1 on actions after identifying nonconformiti, he corrective action shal Prevent recurrence, Th 1 Prevented from unintended use, The ‘isposal of nonconforming produrss ‘must be determined and led. Sure effective handling of customer Complaints and corrective A. Tho cause of noncontormities is to he ‘investigated in order io | lt be Monitored to ensure its long-tens effectiveness, Preventive actions are tobe initiated ts eliminate potential causes of ronconformance, Delivery (Element 15) Documented Procedures must be customer in the required conditiee, | ‘stablshed to ensure that products are not damaged and reach the tet | cone Question Number [ Matks Allotted al | 1 Remember Itol0, 11,13 104343 16% 2 Understand 12,14,15,16 | 34343 i 24% 3 Apply: 17,18,21,23 | ISHS+15415 30% 4 Analyze 19,20,22 [ IS+15+15 | 30% 7