Unit 1 : SHORT ANSWER

Q1 – Evolution of Quality
The concept of quality has existed for many years, though its meaning has changed and
evolved over time. In the early twentieth century, quality management meant inspecting
products to ensure that they met specifications. In the 1940s, during World War II, quality
became more statistical in nature. Statistical sampling techniques were used to evaluate
quality and quality control charts were used to monitor the production process. In the 1960s,
with the help of so-called quality gurus, the concept took on a broader meaning. Quality
began to be viewed as something that encompassed the entire organization, not only the
production process. Since all functions were responsible for product quality and all shared the
costs of poor quality, quality was seen as a concept that affected the entire organization.
Till 1970s quality was viewed as something that needed to be inspected and corrected. Since
the 1970s, competition based on quality grew in importance and generated tremendous
interest, concern and enthusiasm. The meaning of quality for businesses changed
dramatically in the late 1970s when to survive, companies had to make major changes in their
quality programs. A new concept of quality was emerging as quality began to have a strategic
meaning. Today, successful companies understand that quality provides a competitive
advantage and the term used for today’s new concept of quality is Total Quality Management
(TQM).
Q2 – Importance of TQM in Manufacturing Org
Development and the reputation of any industry depends upon the quality of the products or
services it penetrates in the market. To keep up to the mark, the manufacturers need a proper
application of quality management. For this, industries have come up with TQM.
Since its introduction, TQM in the past few years has become an important part in the
manufacturing industry. It’s moved on from being optional to a mandatory tool for the
industry. It was obvious that a company adopting TQM would have an edge over those who
don’t; this made every player in the market to adopt it. 
As for continuous production in the manufacturing industry, TQM has become more and
more popular for several reasons, which are as follows,
1. Competition in the Market. Companies who adopt TQM, not only produce quality
products, but also are able to enhance their reputation for adopting the same.
2. For the consumers. The set of guidelines does not only ensure quality, but helps to
maintain the existing customer and also add new ones. It is estimated that the cost of
maintaining the existing customers is half than that of making new ones. Thus, the main
priority of TQM is to maintain the set of existing customers.
3. Boosts Revenue. Apart from the customer satisfaction, TQM plays a vital role in
increasing revenue by minimizing the input and maximizing output. It ensures high
productivity levels of an organization. This is due to the proper management of inventory
control and reduction in waste.
The main stress of application of TQM in the manufacturing industry is to see that the
workflow is smooth and uninterrupted, which makes it so significant. It may be opined that
TQM has become an extremely important process in the manufacturing industry today
LONG ANSWER
Q1 – 8 Bldg Blocks of TQM
TQM has been coined to describe a philosophy that makes quality the driving force behind
leadership, planning and improvement initiatives. For successful implementation of TQM an
organisation requires to concentrate on the following eight building blocks: -
1. ETHICS is the discipline concerned with good and bad in any situation. It is a two-faceted
subject represented by organizational and individual ethics. Organizational ethics establish a
business code of ethics that outlines guidelines that all employees are to adhere to in the
performance of their work. Individual ethics include personal rights or wrongs.
2. INTEGRITY implies honesty, morals, values, fairness, and adherence to the facts and
sincerity. The characteristic is what customers (internal or external) expect and deserve to
receive. People see the opposite of integrity as duplicity and TQM will not work in an
atmosphere of duplicity.
3. TRUST is a by-product of integrity and ethical conduct. Trust fosters full participation of
all members and allows empowerment encouraging pride, ownership and commitment. It
focuses on improvement of process and not to contend people. Trust is essential to ensure
customer satisfaction. So, trust builds the cooperative environment essential for TQM.
4. TRAINING is very important for employees to be highly productive. Training that
employees require are: interpersonal skills, the ability to function within teams, problem
solving, decision making, job management, performance analysis and improvement, business
economics and technical skills.
5. TEAMWORK is very important to become successful in business. With the use of teams,
the business receives quicker and better solutions to problems. Teams also provide more
permanent improvements in processes and operations. There are mainly three types of teams
that TQM organizations adopt:. Quality Improvement Teams or Excellence Teams (QITS),
Problem Solving Teams (PST) and Natural Work Teams (NWT).
6. LEADERSHIP is possibly the most important element in TQM. Leadership in TQM
requires the manager to provide an inspiring vision, make strategic directions that are
understood by all and to instil values that guide subordinates.
7. RECOGNITION is the most important factor which acts as a catalyst and drives
employees to work hard as a team and deliver their best. Every individual is hungry for
appreciation and recognition. Best Recognition is immediately after an action performed by
an employee and results in raised self-esteem, productivity, quality and efforts towards the
task at hand.
8. COMMUNICATION with and among all the organization members, suppliers and
customers ensures success of TQM. Different ways of communication to be followed are
Downward, Upward and Sideways/Horizontal communication ensure dissemination of clear
instructions to employees, acceptance of employee’s suggestion and criticism, break barriers
between departments and finally dealing with customers and suppliers more professionally.
These 8 building blocks are separately grouped into four groups according to their function.
These four groups are:-
Foundation - TQM is built on a foundation of ethics, integrity and trust. It fosters openness,
fairness and sincerity.
Building Bricks - Based on the strong foundation bricks are placed to reach the roof of
recognition. It includes: TRAINING, TEAMWORK and LEADERSHIP.
Binding Mortar - It includes: Communication. Starting from foundation to roof of the TQM
house, everything is bound by strong mortar of communication. It acts as a vital link between
all elements of TQM.
Roof - It includes: Recognition.
Q2 – Concept and evolution of TQM
Before diving deep into the concept of TQM let me define each term of TQM separately as
this will help better understand these Total Quality Management Concepts/Principles.
Total refers to participation of everyone in the organisation (Top management to employees).
Quality implies quality of the company’s products and services.
Management refers to the way to implement and involves Plans, Policies, Procedures,
Training to employees, etc.
Concept of TQM. TQM philosophy is based on the following concepts/principles: -

Customer Focus

Data driven Continuous

decisions Improvement

Manging Principles Employee

Supplier Quality empowerment
of TQM

Process Use of Quality

Management Tools

Product Design

Evolution of TQM. The concept of quality has existed for many years, though its meaning
has changed and evolved over time. In the early twentieth century, quality management
meant inspecting products to ensure that they met specifications. In the 1940s, during World
War II, quality became more statistical in nature. Statistical sampling techniques were used to
evaluate quality and quality control charts were used to monitor the production process. In
the 1960s, with the help of so-called quality gurus, the concept took on a broader meaning.
Quality began to be viewed as something that encompassed the entire organization, not only
the production process. Since all functions were responsible for product quality and all shared
the costs of poor quality, quality was seen as a concept that affected the entire organization.
Till 1970s quality was viewed as something that needed to be inspected and corrected. Since
the 1970s, competition based on quality grew in importance and generated tremendous
interest, concern and enthusiasm. The meaning of quality for businesses changed
dramatically in the late 1970s when to survive, companies had to make major changes in their
quality programs. A new concept of quality was emerging as quality began to have a strategic
meaning. Today, successful companies understand that quality provides a competitive
advantage and the term used for today’s new concept of quality is Total Quality Management
(TQM).
Example: One of the most famous examples of total quality management is Toyota.  Toyota
implemented Kanban System to make its assembly line more efficient.  The company decided
to keep just enough inventories to fulfill customer orders as they were generated.
Total Quality Management had evolved mainly through the following stages:
• Inspection - Salvage, sorting, grading, blending, corrective actions, identifying
sources of non-conformance.
• Quality Control - Develop quality manual, process performance data, selfinspection,
product testing, basic quality planning, use of basics statistics,
paperwork control.
• Quality Assurance - Quality systems development, advanced quality planning,
comprehensive quality manuals, use of quality costs, involvement of nonproductions
operations, failure mode and effects analysis, statistical process
control
• Total Quality Management - Policy deployment, involvement of supplier and
customers, involve all operations, process management, performance
measurement, teamwork, employee involvement.
 Unit 2
Short Answer Questions
Q1 – Crosby’s Four Absolutes of Quality Management
In the 1980’s, The Four Absolutes of Quality were developed by quality guru Philip Crosby
as a way to promote the idea increased quality did not mean increased cost. Quality and cost
were not in competition which he expanded on in his best-seller “Quality Is Free”. The Four
Absolutes are: -
First absolute – The Definition of Quality is Conformance to Requirement, not
Goodness.  Management needs to do the following: -
(i) establish the requirements to be met and communicate them to the employees.

(ii) provide appropriate tools, techniques and the necessary training for the same.

(iii) provide continuous support and encouragement.

Second Absolute – The System of Quality is Prevention. Prevention is better than
correction, detection or appraisal. In the whole process what can go wrong needs to be
analysed and measures be taken for prevention to minimize the error and damage.
Third Absolute – The Performance Standard is Zero Defects. This means that nothing
less than perfect quality has to be the aim because setting a target below 100% implies start
of downward trend.
Fourth Absolute – The Measurement of Quality is the Price of Non-Conformance. If the
spelt out quality requirements are not met
Q2 – Juran’s Triology
The Juran Trilogy was presented by Dr. Joseph M. Juran in 1986 as a means to manage for
quality. In essence, the Juran Trilogy is a universal way of thinking about quality—it fits
all functions, all levels, and all product and service lines.
Trilogy shows how an organization can improve every aspect by better understanding of the
relationship between processes that plan, control and improve quality as well as business
results. Managing for quality makes extensive use of three such managerial processes: -
(a) Quality Planning involves - Establishing quality goals, Identifying who the
customers are, Determining customers’ needs, Developing product features that
respond to customer’s needs, Developing processes able to produce the product
features and Establishing process controls.
 (b) Quality Control encompasses - Evaluating actual performance, Compare actual
performance with quality goals and Act on the difference.
(c) Quality Improvement requires Identifying the improvement projects, Proving
the need to establish new infrastructure, Establishing project teams and Providing
them with resources, training, and motivation to Diagnose the causes, Stimulate
remedies and Establish controls to hold the gains.
Unit 3
Short Answer Questions
Q1 – Benefits of QFD
Quality Function Deployment (QFD) is an effective Management tool to drive the design
process and production process with the main aim of satisfying the customer needs. The
benefits of QFD can be distributed under the following heads: -
1. Customer Driven
 Creates Focus On Customer Requirements.
 Uses Competitive Information Effectively.
 Prioritizes Resources.
 Identifies Items That Can Be Acted On.
 Structures Resident Experience/Information.
2. Reduces implementation time
 Decreases Midstream Design Change.
 Limits Post Introduction Problems.
 Avoids Future Development Redundancies.
 Identifies Future Application Opportunities.
 Surfaces Missing Assumptions.
3. Promotes Teamwork
 Decreases Midstream Design Change.
 Limits Post Introduction Problems.
 Avoids Future Development Redundancies.
 Identifies Future Application Opportunities.
 Surfaces Missing Assumptions.
4. Provides Documentation
 Decreases Midstream Design Change.
 Limits Post Introduction Problems.
 Avoids Future Development Redundancies.
 Identifies Future Application Opportunities.
 Surfaces Missing Assumptions.

Q2 – Merits of Benchmarking
As per APQC 1999 Benchmarking is defined as “the process of continuously comparing and
measuring an organisation against business leaders anywhere in the world to gain information
which will help the organisation take action to improve its performance”.
Benchmarking has the following merits: -
 It helps organizations to measure themselves against the best industry practices and
improve their process effectiveness.
 Availability of valuable data on the latest technology and processes followed in the
business environment allows organisation to aim at increasing productivity while
reducing cost.
 It provides focus in planning operations.
 The analysis of the best-in-class may create opportunities for innovations within the
organisation.
 The company analyses and studies the standards of the competitors. This facilitates the
company to raise its standard of performance.
 Benchmarking paves the way for idea generation and sharing of proven business
practices which can be seen as a learning experience for the companies.
 It leads to organizational growth since it improves the overall quality of the output and
reduces the chances of errors due to the standardization of business operations.
 It facilitates multi-disciplinary team building and networking.
 As it is practitioner led, thus it gives a sense of ownership.
 Unit 4
Short Answer Questions
Q1 – Advantages of DMAIC
“Measurement is the first step that leads to control and eventually to improvement. If you
can’t measure something, you can’t understand it. If you can’t understand it, you can’t
control it. If you can’t control it, you can’t improve it.”……….H. James Harrington
DMAIC is an acronym that stands for define, measure, analysis, improvement, and control. It
is a structured, customer-focused, data-driven approach to problem-solving and is associated
with the Lean or Six Sigma business methodologies. This approach is valuable for any
organization looking to support incremental improvement.
DMAIC has the following key advantages: -
 Higher revenue. When companies streamline their processes through DMAIC they
will have higher levels of productivity. As they begin to increase their production with
fewer defects they begin to bring in more revenue.
 Decreased Cost. Many companies don’t realize how much time and resources they
are wasting. DMAIC helps companies reduce the amount of wasted time and
resources which will save them money in the long run.
 Increased productivity. Reduction in waste will increase an organization’s
productivity as they will be able to produce more while using fewer resources.
Conclusion. DMAIC is a five-step process that focuses on improving quality while
minimizing defects in a process. It has helped Six Sigma to become a process that delivers
effective results for many businesses. DMAIC serves as a roadmap for helping businesses
find solutions and produce better results.
Q2 – Principles of Six Sigma
Six Sigma is a systematic approach to eliminating errors. Six Sigma uses statistical methods
to improve quality by minimizing variability in business processes, from manufacturing to
engineering and purchasing. Six Sigma is an approach to reduce the defects in the processes
of any kind. By reducing variation in the process, the business can provide product or service
whatever the customer needs.
Six Sigma is based on the following five key principles: -
 Focusing on customer requirements. Six Sigma is about improving quality and the
first step in that process is defining what “quality” means, from the perspective of the
customers whose opinions matter most. By focusing on the customer, a business can
improve its products’ quality.
 Using extensive measurement and statistical analysis to understand how work gets
done and to identify the root cause of problems (variations). To correctly identify a
root cause, there is a need of completely understanding the process and collection of
relevant data. Post collection of data, focus should be on ways to improve or optimize
the process by identifying the root cause of variation.
 Being proactive in eliminating variation and continually improving the process. After
identifying root causes, make changes to the process that will eliminate variation, and
thus eliminate defects from the process.
 Involving people in cross-functional teams. Putting together teams that have
members with a variety of skills and backgrounds related to a process will ease the
team in spotting variations. For example, for a manufacturing process people from
operations, maintenance, engineering and purchasing can be included.
 Being thorough and being flexible. Six Sigma requires flexibility in many ways. The
business’s management system needs to accept positive changes as well as empower
change. Six Sigma also requires problem-solving to be thorough. 
 Unit 5
Short Answer Questions
Q1 – Benefits of ISO 14001
ISO 14001 is an internationally agreed standard that sets out the requirements for an
environmental management system. An environmental management system helps
organizations identify, manage, monitor and control their environmental issues in a “holistic”
manner.
The benefits of conformance to the ISO 14001 standard are: -
 Cost savings in waste, recycling and consumption.
 Advantage over competitors when tendering for business.
 Management of environmental risks.
 Compliance with individual countries environmental regulations.
 Demonstrates commitment to improving the environment.
 Shows company as a responsible future focused organisation.
 Can reduce insurance cover costs.
 Can increase employee engagement in the knowledge that they are working in an
environmentally friendly organisation.
Q2 – np Chart vs p Chart : When & Why?
The term Attribute refers to those quality characteristics that conform to specifications or do
not conform to specifications. This data may be expressed as ok/not ok, go/no go, yes/no, or
presence/absence of a defect ie binomial data which can be classified into only one of two
categories.
P and np charts are Attribute Control Charts used for non-conforming attributes based on
binomial distribution.
The p chart is for the fraction of defective items in a sample/lot. This chart shows the fraction
of nonconforming or defective product produced by a manufacturing process. The fraction
defective is the number of defective items in a sample divided by the total number of items in
a sample. The fraction defective chart is used when the sample size varies.
When each data point is based on the same sample size, a special version of the p chart can be
used. The np chart is for the number of defective items in a sample. This chart shows the
number of nonconforming. The number of defective, np, chart shows the number of defective
items in samples rather than the fraction of defective items. It requires that the sample size
remains constant.
If the sample size is fixed, either of the two charts, p-chart or np-chart can be used. But np-
chart is simpler and generally used. On the other hand, if sample size is changing, there is no
choice but to use p-chart.
Unit 5 : Long Answer Question
Q1 – Scope of ISO 9000 series standards
Quality is something every company strives for and is often very difficult to achieve.
Complications concerning efficiency and quality present themselves in business everyday,
whether an important document cannot be found or a consumer finds a product not up to their
expectations. How can a company increase the quality of its products and services? The
answer is ISO 9000.
ISO 9000 is defined as a set of international standards on quality management and quality
assurance developed to help companies effectively document the quality system elements
needed to maintain an efficient quality system. They are not specific to any one industry and
can be applied to organizations of any size. ISO 9000 is a series, or family, of quality
management standards, while ISO 9001 is a standard within the family.
The ISO 9000 family contains these standards: -
 ISO 9001:2015: Quality Management Systems - Requirements. It is a document of
approximately 30 pages available from the national standards organization in each
country. 
 ISO 9000:2015: Quality Management Systems - Fundamentals and Vocabulary
(definitions)
 ISO 9004:2018: Quality Management - Quality of an Organization - Guidance to
Achieve Sustained Success (continuous improvement)
 ISO 19011:2018: Guidelines for Auditing Management Systems
This International Standard specifies requirements for a quality management system when an
organization: -
a) needs to demonstrate its ability to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the system and
the assurance of conformity to customer and applicable statutory & regulatory requirements.
A summary of ISO 9000 series standards are listed below: -
1. Management Responsibility
 Quality policy be defined, documented, understood, implemented and maintained.
 Responsibilities and authorities for all personnel specifying, achieving and monitoring
quality be defined.
 In-house verification resources be defined, trained and funded.
 A designated management person sees that the Q91 program is implemented and
maintained.
2. Quality System.
3. Design Control
 Design project be planned.
 Design input parameters be defined.
 Design output, including crucial product characteristics be documented.
 Design output be verified to meet input requirements.
 Design changes be controlled.
5. Document Control.
6. Purchasing.
7. Process Control
 Production (and installation) processes be defined and planned.
 Production to be carried out under controlled conditions.
 Special processes that cannot be verified to be monitored and controlled.
8. Inspection & Testing.
9. Control of nonconforming products.
10. Corrective action.
11. Handling, Storage, Packaging and Delivery.
12. Quality Records.
13. Internal Quality Audits
 Audits be planned and performed.
 Results of audits be communicated to management.
 Any deficiencies found to be corrected.
14. Training
 Training needs be identified.
 Training to be provided.
 Some tasks may require qualified individuals.
 Records of training to be maintained.
15. Servicing.
All the requirements are generic and are intended to be applicable to any organization,
regardless of its type/size or the products and services it provides.
The goal of ISO 9000 is to embed a quality management system within an organization, and
can help a company satisfy its customers, meet regulatory requirements, and achieve
continual improvement.

Q2 – SPC : difference between variable and attribute charts

In 1924, a man at Bell Laboratories developed the control chart and the concept that a process
could be in statistical control. His name was William A. Shewart.
Manufacturing companies face ever increasing competition and raw material costs, which
they cannot control. Therefore companies must concentrate on what they can control – their
processes. Companies must strive for continuous improvement in quality, efficiency and cost
reduction.
Statistical Process Control (SPC) is an industry-standard methodology for measuring and
controlling quality during the manufacturing process. Quality data in the form of Product or
Process measurements are obtained in real-time during manufacturing and used to evaluate,
monitor and control a process. The SPC process is implemented to move a company from
detection based to prevention-based quality controls.
 Real-time SPC allows the company to –
 Dramatically reduce variability and scrap.
 Scientifically improve productivity.
 Reduce costs.
 Uncover hidden process personalities.
 Instantly react to process changes.
 Make real-time decisions on the shop floor.