TQM-RMK Group Unit 4

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Document Title
Department: EIE,CSE,EEE& IT
Batch/Year:2018-21/IV
Created by: Faculty of R.M.K. Group of Institutions
Date:30/08/2020
1.TABLE OF CONTENTS
1. Contents
2. Course Objectives
3. Pre Requisites
4. Syllabus
5. Course outcomes
6. CO- PO/PSO Mapping
7. Lecture Plan
8. Activity based learning
9. Lecture Notes
10. Assignments
11. Part A Question & Answer
12. Part B Question & Answer
13. Supportive online Certification courses
14. Real time Applications in day to day life and to Industry
15. Contents beyond the Syllabus
16. Assessment Schedule
17. Prescribed Text Books & Reference Books
18. Mini Project suggestions

2. COURSE OBJECTIVES
To generate knowledge and skills to use tools and techniques
for the implementation of quality management in
manufacturing and services processes.

3. PRE REQUISITES
GE8291- ENVIRONMENTAL SCIENCE AND ENGINEERING
HS8381- INTERPERSONAL SKILLS/LISTENING & SPEAKING
HS8461- ADVANCED READING AND WRITING
MG8591- PRINCIPLES OF MANAGEMENT

4. SYLLABUS
GE8077 TOTAL QUALITY MANAGEMENT L T P C 3 0 0 3
UNIT I
SYLLABUS: Introduction - Need for quality - Evolution of quality - Definitions of
quality - Dimensions of product and service quality - Basic concepts of TQM - TQM
Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM -
Customer focus - Customer orientation, Customer satisfaction, Customer
complaints, and Customer retention
UNIT-2
TQM PRINCIPLES
SYLLABUS: Leadership – Quality Statements, Strategic quality planning, Quality
Councils - Employee involvement - Motivation, Empowerment, Team and
Teamwork, Recognition and Reward, Performance appraisal - Continuous process
improvement - PDCA cycle, 5S, Kaizen - Supplier partnership - Partnering, Supplier
selection, Supplier Rating.
UNIT III
TQM TOOLS & TECHNIQUES I
SYLLABUS: The seven traditional tools of quality - New management tools - Six
sigma: Concepts, Methodology, applications to manufacturing, service sector
including IT - Bench marking - Reason to bench mark, Bench marking process -
FMEA - Stages, Types.
UNIT IV
TQM TOOLS & TECHNIQUES II
SYLLABUS: Quality Circles, Cost of Quality, Quality Function Development
(QFD) - Taguchi quality loss function - TPM - Concepts, improvement needs -
Performance measures.
UNIT-V
QUALITY SYSTEMS
SYLLABUS: Introduction—Benefits of ISO Registration—ISO 9000 Series of
Standards—Sector-Specific Standards—AS 9100, TS16949 and TL 9000-- ISO 9001
Requirements—Implementation—Documentation—Internal Audits—Registration-
ENVIRONMENTAL MANAGEMENT SYSTEM: Introduction—ISO 14000 Series
Standards—Concepts of ISO 14001—Requirements of ISO 14001—Benefits of
EMS.
5. COURSE OUTCOMES
1. Understand the quality philosophies and customer focused

managerial system
2. Summarize the quality management principles
3. Apply six sigma concept in manufacturing and service
sector
4. Determine the tools and techniques for quality
improvement.
5. Analyse standards and auditing system on implementation
of TQM.
6. Analyse standards for the operation of EMS.
6. CO- PO/PSO MAPPING
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12
CO1 - - 1 - - 1 1 - - - 3 -
CO2 - - - - - - - 2 3 - 3 -
CO3 - - - - 1 - - - - - 3 -
CO4 - - - - 1 - - - - - 3 -
CO5 - - - - - - - - - 1 3 -
CO6 - - 2 - - - 3 - - - 3 -
PSO1 PSO2 PSO3

CO1 - 1 -
CO2 - 1 -
CO3 - 1 -
CO4 - 2 -
CO5 - 1 -
CO6 - 1 -
7. LECTURE PLAN
UNIT 1 – INTRODUCTION
S. Total Proposed
No. Date Actual Pertaining Taxono Mode of
No. Topic Lecture
Of CO my Delivery
Periods Date Level
1 Introduction CO1 K2 MD1

2 Need for CO1 K2 MD1
quality,
Evolution of
quality
Definitions of
3 quality, CO1 K2 MD1
Dimensions of
product and
service quality
Basic concepts
4 of TQM, TQM CO1 K2 MD2
Framework
5 Contributions CO1 K2 MD2

of Deming
Contributions
6 CO1 K2 MD2
of Juran and
Crosby
Barriers to
7 TQM, Quality CO1 K2 MD2 &
statements MD4
Customer
8 CO1 K2 MD2
focus,
Customer
orientation
and
satisfaction
Customer
9 CO1 K2 MD2
complaints
and retention,
Costs of
quality
Signature of Staff Incharge Signature of HOD

UNIT 2 - TQM PRINCIPLES
S. Total Proposed
No. Date Actual Pertaini Taxono Mode of
No. Topic Lecture
Of ng my Delive
Perio Date CO Level ry
ds
Leadership – Quality
1 Statements -Strategic CO2 K2 MD2&
quality planning MD4
Quality Councils-
2 Employee CO2 K2 MD2
involvement
3 Motivation, CO2 K2 MD2

Empowerment
Team and Teamwork,
4 CO2 K2 MD3
Quality circles
Recognition and
5 CO2 K2 MD2
Reward, Performance
appraisal
6 Continuous process
CO2 K2 MD2
improvement - PDCA
cycle
7 5S, Kaizen CO2 K2 MD2
Supplier Partnering,
8 CO2 K2 MD2
Supplier selection
9 Supplier Rating CO2 K2 MD2

UNIT 3 - TQM TOOLS AND TECHNIQUES I
S. Total
No. Proposed Actual Pertaini Taxon Mode
N Topic Lecture
Of Date ng om of
o. Date
Periods CO y Deliv
Le ery
vel
1 The seven traditional tools CO3 K2 MD2
of quality
2 CO3 K2 MD2
3 CO3 K2 MD2
New management tools
4 CO3 K2 MD2
Six sigma Concepts,

5 CO3 K2 MD1
Methodology
&
MD5
Six sigma applications to
6 manufacturing, service CO3 K2 MD2
sector including IT
Reason to bench mark,

7 Bench marking process CO3 K2 MD2
8 FMEA Stages CO3 K2 MD4
9 FMEA Types CO3 K2 MD2
MODE OF DELIVERY:
MD 1. Chalk & Talk

MD 2. Power Point Presentation
MD 3. Video Lecture
MD 4. Seminar
MD 5. Field visit
UNIT 4 - TQM TOOLS AND TECHNIQUES II
S. Total Proposed
No. Date Actual Pertaini Taxono Mode
N Topic Lecture ng my of
o. Of
Periods Date CO) Lev Deliver
el y
1 CO3 K2 MD1
Quality Circles
2 CO3 K2 MD1
3 CO3 K2 MD2
Cost of Quality
4 CO3 K2 MD2
5
Quality Function CO3 K2 MD2
Development (QFD)
6
7 Taguchi quality loss CO3 K2 MD2

function
8 TPM Concepts, CO3 K2 MD3

improvement needs
9 Performance measures CO3 K2 MD4
MODE OF DELIVERY:
MD 1. Chalk & Talk

MD 3. Video Lecture
MD 4. Seminar
MD 5. Field visit
UNIT 5 - QUALITY SYSTEMS
S. Total Proposed
No. Actual Pertaini Taxono Mode of
No Topic Date Lecture ng my Deliver
. Of
Periods Date CO Leve y
l
1 Introduction—Benefits CO5 K2 MD2

of ISO Registration—
2 ISO 9000 Series of CO5 K2 MD2

Standards— Sector-
Specific Standards—
3 AS 9100, TS16949 and CO5 K2 MD5

TL 9000--
ISO 9001 Requirements
4 Implementation— CO5 K2 MD2

Documentation
5 Internal Audits— CO5 K2 MD2
Registration
Introduction—ISO
6 CO6 K2 MD2
14000 Series
Standards
7 Concepts of ISO 14001 CO6 K2 MD5
8 Requirements of ISO CO6 K2 MD3

14001
9 Benefits of EMS. CO6 K2 MD3
MODE OF DELIVERY:
MD 1. Chalk & Talk

MD 3. Video Lecture
MD 4. Seminar
MD 5. Field visit
8. ACTIVITY BASED LEARNING
1. Head to Head
Topic : Differentiate Six Sigma and Lean Six sigma
Course Outcome : CO3
Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12
Aim : Pose an open-ended question to the class and ask
students to come up with their best answer.
Time : 25-30 minutes
Size : Group 2-3
Activity:
 Identify a topic in the lesson that is open-ended- suitable for thinking and ask
students to come up with their best.
 Pair the students and get them to agree on a response.
 Continue until half the group goes head to head with the other half.
Benefits:
 Helps students to think individually about a topic or answer to a question.

 Teaches students to share ideas with classmates and builds oral communication
skills.
 Helps focus attention and engage students in comprehending the reading
material.
2. One-minute Shock
Topic : Benchmark
Aim : To check how much could students

explain the innovative topic in one minute
Size : Group 4-7
Activity:
 At the end of class, set a timer for one minute
 Ask students to record their most eye-opening revelation or biggest question
Benefits:
 Provide a “conceptual bridge” between successive class periods.
 Improve the quality of class discussion by having students write briefly
about a concept or issue before they begin discussing it.
 Effective way of involving all students in class simultaneously.
 Promote class attendance and attentiveness
3. Chain Document
Topic : How Much Cost for Quality
Aim : To write several questions on pieces of paper and

pass each to a student.
Size : Group 4-7
Activity
 write several questions on pieces of paper and pass each to a student
 The first student adds a response (use a timer to keep things moving quickly)
 Then passes the page along to gather more responses.
 Multiple contributions help build more complete understanding.
 A digital alternative involves using shared documents that multiple students are
invited to edit.
 Then your class can examine the responses and identify patterns and missing
pieces
Benefits
 Provides an opportunity for students to examine others' ideas and compare
them to their own thinking.
 Examining others' ideas, students build upon them or add new ideas of their
own
4.Mystery quotes
Topic : Genichi Taguchi
Aim : To test how well students can apply their

understanding of an issue or theoretical
position
Size : Group 4-7
Activity
 Identify a topic in the lesson that is open-ended- suitable for discussion
 After the students explored a topic,
 Show them a quotation about it they’ve never seen before.
 Their task is to figure out the point of view of the person behind the quotation
and justify it to the class.
 Students can debate this issue in small breakout groups before beginning a
whole-class discussion.
Benefits
 Students work with a partner to analyse a piece - a quote, text passage or
section.
 The mystery quotes activity is a good introduction to a topic or unit, as it helps
to activate background knowledge
 Compare text to experience and begin discussion on a particular topic
9. LECTURE NOTES
UNIT – IV TQM TOOLS AND TECHNIQUES II
QUALITY CIRCLES
It is a voluntary group of employees, who are doing the same or similar

type of job, meet together on a regular’ basis to identify, analyze and solve their
work related problems leading to improvement in their work, performance and-
enrichment of their work life. The number of circle members could vary from 5 to 15
but the ideal size of a circle is 7 or 8 members. The number of members should be
such that the circle is effective.
Quality circle is a team of people, building philosophy based on the

premise that an employee doing a particular job is biggest expert of that field and
thus is in a better position to identify, analyze and resolve the work related problems
through their innovative and unique ideas. In fact, it is a practical application of
McGregor’s Theory ‘Y’ that if given the right environment and decision making
power, people will enjoy and take pride in their work thus leading to enrichment of
their work life.
By solving their work related problems, the employees reduce the

rejection rate, rework and thus their mental tensions are reduced, enabling them to
work with total commitment and dedication.
Objectives of Quality Circles:

• To develop, enhance and utilize human resources effectively;
• To improve quality of products/services, productivity and reduce cost of
production per unit of output;
• To satisfy the workers’ psychological needs for self-urge, participation, recognition
etc., with a view to motivating them. Accomplishment of this objective will ensure
enhancement of employee morale and commitment;
• To improve various supervisory skills like leadership, problem solving, inter-
personal and conflict resolution.
(v) To utilise individual imaginative, creative and innovative skills through
participation, creating and developing work interest, including problem solving
techniques etc. Achievement of these objectives effectively requires the use of
certain techniques.
(vi) To make use of the knowledge and skills of the workers.
(vii) To develop good relations between workers and managers and create cordial
industrial relations.
Video 1: What is Quality Circle? – 3 Min.

https://www.youtube.com/watch?v=fCgwmi9IVj8
Structure / Elements of Quality Circle:
The entire structure of Quality circle constitutes the top management, a steering
committee, a Co-ordinator, Facilitator, leader, members and non-members. The
detailed note on each of the members is depicted below.
1. Non-Members:
Quality circle is a voluntary association of persons and all the employees working
in the organisation may not be initially volunteer to join the quality circles. So
non- members (the employees who have not joined quality circles) do not involve
themselves in the small group activities, but they are also important for the
success of quality circles.
For any problem identified and resolved by the quality circles, it would become
difficult for them to implement their own suggestions without the cooperation of
the non-members. Non-members should be enthused to participate in quality
circle activities and gradually change their attitudes and get inclined to join the
quality circles for the betterment of their own accomplishments as well as the
organizational goals.
2. Members:
Members are the heart of the quality circle program and proper use of their
untapped brainpower is the key to its success. Membership is strictly voluntary
and anyone who wishes to join should be welcomed. Members for quality circles
can come from all parts of the society. There is no restriction on the membership.
But the workers, foremen and supervisors are best suited for the formal
membership of quality circles.
Members undergo a formal training and start meeting regularly to discuss work-
related problems. They not only identify, analyse and solve the problems but also
ensure implementations of the recommendations, even if it calls for interaction
with other agencies or levels of management.
Members also contribute towards building a cohesive group culture through which
they intend to achieve the highest standards of performance. Through their
personal conduct and enthusiasm, members help in propagating the quality circles
concept in other areas where they are yet to be launched.
The main activities of circle members include:
i. Regular attendance of meeting,
ii. Active participation in the discussion,
iii. Identification of issues deterring improvement,
iv. Analysis of issues/problems
v. Submission of suggestions for improving quality and solving problems arising
in work related areas.
3. Leader/Deputy Leader:
The quality circle leader is elected by the circle members. He is responsible for
the circle activities. Quality circle leaders are not expected to do all the work
themselves but to involve all the members and sharing the task of getting things
accomplished. If the leader is absent, then deputy leader ensures that all the
meetings and other activities go on uninterruptedly.
Normally members themselves choose their hierarchical supervisor as their leader.
Leaders help keeping the circle meetings on the right track by applying quality
circle techniques to solve quality problems. The leader should have more positive
and constructive attitude in order to get better response from the members. A
healthy approach would be to have leaders and deputy leaders by rotation.
To have a high degree of individual involvement and participation, leaders should
assign tasks to different members and give them necessary guidance. The leader
ensures that every circle member is involved in circle activity with a high degree
of enthusiasm and involvement. He also ensures disciple and decorum during the
meetings and evolves consensus decision-making process. In short, “leader is one
who knows the way, shows the way and goes the way.”
The main functions of the leader are:

i. Conducting meetings regularly
ii. Generating enthusiasm for circle activities.
iii. Acting as link between members and facilitators.
iv. Keeping the meetings on the right track.
v. Training members in problem solving techniques.
vi. Facilitator – Facilitator is an important link between the quality circle
leader and the steering committee.
4. Facilitator:
The facilitator is the coordinator, who really makes the program of quality
circle going. He is the senior officer of the department where quality circles are
working. He has a crucial role to play in making the quality circle operation a
success. He is the one who has got the authority to take decisions himself on the
basis of the recommendations made by the quality circles.
By virtue of being high in the organisation hierarchy, he ensures the
proper implementation of the recommendations. Moreover, facilitator is the
personification of the top management’s commitment and support to the activities
of the quality circles.
Facilitator acts as a guide, counsellor, teacher and a catalyst to his group
by extending support to the operations of quality circles. He also lends assistance
and support to the leaders/deputy leader whenever required and helps in training
the members. He should be able to develop confidence in the minds of quality
circle members so that they can always bank upon him for any assistance that
may be required.
The main duties of a facilitator are:
(a) Serving as a quality circle coordinator.

(b) Training members, leaders and management.
(c) Initiating the setting up of quality circles by persuading the supervisors.
(d) Providing feedback to the steering committee regarding the proceedings and
results of the quality circles.
(e) Helping the quality circles in preparing the presentations, visual aids etc.
(f) Acting as an evaluator and reviewer of the quality circle operations and
programs.
(g) He should be successful in acting as a co-coordinator, coach, promoter,
teacher and innovator.
(v) Steering Committee – This body is at the highest level that would be
responsible for formulating the objectives and supplying the resources for he
quality circle activities.
5. Departmental/Steering Committee:
Committees are formed to establish and approve the policies and programs of
quality circles. The committee comprises of heads of major functions as members
and the Chief Executive of the organisation as the chairman. The
departmental/steering committee gives the approval to start the program and
offer basic guidelines for the operation of quality circles. The committee also
ensures proper implementation of circle projects and promote quality circle
activities.
The steering committee’s function is to keep quality circles effective and on
target. It ensures that the company does and will continue to support all circle
activities and solutions. The doors for better communication between the
management and the people actually doing the work gets open by the activities of
the departmental committees. The employees get an opportunity to see how the
management operates and help in the decision-making and problem-solving
process within the organization.
The steering committee/departmental committee takes an overview of the
operations of quality circles as a whole. The committee seeks to identify the
problem areas and suggest remedial action, on the basis of the report from the
facilitator. The committee also takes decisions and gives policy guidelines for the
healthy propagation of the concept of quality circles.
The committee also sanctions major programmes and financial support to give
thrust to the promotion of the quality circles.
The main functions of the steering committee are:

(a) Providing training to the quality circle leaders.
(b) Arrangements of meeting halls and associates in the meetings.
(c) Providing budget for quality circle activities.
(d) Making quality circle activities as part of the organizational goals.
The steering committee would take part in the top management presentation
given by the quality circles and respond to circles recommendations expeditiously,
they may also participate in annual social get- together.
(vi) Top Management– The top management in the quality structure consists of
chairman and managing director, directors, chief executives, general managers
and other top executives. Without the faith and commitment, support and
encouragement from this top level the activity of the quality circles cannot be
deemed to have complete support for the programme.
(vii) Coordinating Agency – The quality circle structure does not mean a separate
department to look after its activities, a great deal of coordination is called for
convening steering committee meetings, arranging management presentations,
formulating budgets and disseminating relevant information on circles to the
parties etc.
6. Coordinating Agency:
The coordinating agency organises the activities of the quality circles and ensures
the continuity of its operations. Anyone who is committed to the concept of
quality circle and is dynamic in approach could act as coordinating agency.
The co-ordinating agency organises the training programmes for the members as
and when new circles are formed. It coordinates and evolves a consensus for
norms to assess the performance of different quality circles and of different
divisions. It also prepares a budget for the functioning of quality circles and
submits the same to the Steering Committee for adoption.
The main functions of the co-coordinating agencies are:
(a) Preparing agenda and convening meetings for the steering committee.
(b) Presenting the report of quality circle activities to the steering committee.
(c) Maintain statistics of the operations of the quality circles.
(d) Co-ordination training programs and arranging seminars work shops
(e) Conventions and top management presentations frequently.
7. Top Management:
The involvement of top management in setting and implementing the quality circle
program is very essential. No quality circle program can be successfully
implemented without the support of top management. The program facilitator
should invite top management to the program and present the best completed
projects. He will involve the top management in the achievements of circle to gain
its support and involvement.
The primary role of the top management is to extend visible support to the
movement of quality circle by attending the major functions such as annual
conventions, seminars; messages in newsletters etc. The top management should
preside over its meetings for constantly overseeing the progress of the movement
and sanction funds for the quality circles.
Brief Summary:
1. Non-members are the persons who help in implementing the recommendations
made by the quality circle members.
2. Members are the main players in the programme and they participate in the
meetings, express their ideas and develop solutions to the problem.
3. Leader is elected by the members and the line manager may act as the leader of
the quality circle.
4. Facilitator is a link between the quality circle leader and the steering committee
and his duties include co-ordination, training of members, initiating forming of
quality circle, provide feedback to steering committee and act as an evaluator.
5. Steering committee, the apex body operating at plant level, responsible for
formulating objectives and providing resources to quality circle members.
6. Top Management, the decision making body, consisting of chief executive officer,
general managers and other senior managers provides support and
encouragement to quality circles.
Characteristics of Effective Quality Circles:

The atmosphere should be informal, comfortable and relaxed. The members should
feel involved and interested.
Everyone should participate.
The objectives should be clear to the members.
The members should listen to each other.
The group should feel comfortable even when there are disagreements.
The decisions should generally be taken by a kind of consensus and voting should
be minimum.
When an action is required to be taken, clear assignments should be made and ac-
cepted by all the members.
The leader should not dominate the group. The main idea should not be as to who
controls but how to get the job done.
Until a final solution is found and results are attained feedback is necessary.
Benefits of Quality Circles (Q.C.):

The chronic problems-of organization get resolved.
Can undertake more difficult and challenging assignments for its growth and profit.
Cost reduction.
• Increased productivity.
• Improved quality.
• Better communication.
• Better house-keeping.
• Increased team work.
• Smooth working.
• Better mutual trust.
• Greater sense of belongingness.
• Increased safety.
• Better human relations.
COST OF QUALITY
Quality costs are defined are those costs associated with the non-
achievement of product or service quality as defined by the requirements
established by the organization and its contracts with customers and society.
Simply stated, quality cost is the cost of poor products or services.
CATEGORIES & ELEMENTS OF QUALITY COST

1. Preventive Cost Category
Marketing/Consumer/User:
Costs are incurred in the accumulation and continued evaluation of customer and
user quality needs and perceptions affecting user satisfaction with the organizations
product or service.
Product/Service/Design Development:
Costs are incurred to translate customer and user needs in to reliable quality
standards and requirements and to manage the quality of new product or service.
Purchasing:
Costs are incurred to assure conformance requirements of supplier parts, materials
or processes and to minimize the impact of supplier non conformance on the quality
of delivered products or services.
Operations (Manufacturing or service):
Costs are incurred in assuring the capability and readiness of operations to meet
quality standards and requirements and to impart quality education to operating
personnel.
Quality Administration:
Costs are incurred in the overall administration of the quality management function.
2. Appraisal Cost Category

Purchasing Appraisal Costs:
Purchasing appraisal costs can generally be considered the costs incurred for the
inspection and test of purchased supplies or service to determine acceptability to
use.
Operations (Manufacturing or service) Appraisal Costs:
Operations appraisal costs can generally be considered the costs incurred for the
test or audit required to determine and assure the acceptability of product or
service.
External Appraisal Costs:
External appraisal costs are incurred for field set up or installation and check out for
the acceptance of customers.
Review of Test & Inspection:
Costs are incurred for regular reviewing inspection and test data, prior to release of
the product for shipment.
Miscellaneous Quality Evaluations:
Costs involved in quality audits to assure continued ability to provide acceptable
support to the production process.
Costs involved in quality audits to assure continued ability to provide acceptable
support to the production process.
3. Internal Failure Cost Category
Product or Service Design Failure Costs (Internal):
Design failure costs are the unplanned costs that are incurred because of inherent
design inadequacies.
Purchasing Failure Costs:
Costs which are incurred due to the rejects of purchased items.
Operations (Product or Service) Failure Costs:
The costs associated with nonconforming product or service discovered during the
operations process. It is categorized in to three distinct areas: material review and
corrective action, rework or repair costs and scrap costs.
4. External Failure Cost Category
Complaint Investigations of Customer or User Service:
It includes the total cost of investigating, resolving and responding to individual
customer and user complaints.
Returned Goods:
Costs incurred in evaluating, repairing and replacing goods.
Retrofit and Recall costs
Retrofit and recall costs are those costs required to modify or update products or
field service facilities to a new design change level, based on major redesign due to
design deficiencies.
Warranty Claims
Warranty costs include the total costs of claims paid to the customer or user after
acceptance to cover expenses, including repair costs, such as removing defective
hardware from a system, or cleaning costs, due to food or chemical service accident.
Liability Costs
Liability costs are organization-paid costs due to liability claims, including the cost of
product or service liability insurance.
Penalties
Penalty costs are those costs incurred because less than full product or service
performance is achieved as required by contracts with customers or by government
rules and regulations.
Customer or user good will
This category involves costs incurred that customers are not satisfied with quality of
delivered product or service because the customer’s quality expectations were
greater than the quality they received.
Lost Sales
Lost sales comprise the value of the contribution to profit that is lost due to sales
reduction because of quality problems.
QUALITY FUNCTION DEPLOYMENT
Quality Function Deployment, or QFD, is a model for product development

and production popularized in Japan in the 1960's. The model aids in translating
customer needs and expectations into technical requirements by listening to the
voice of customer. This forms the basis for new product development and also
provides a base for improving the product quality.
Quality Function Deployment provides documentation for the decision-
making process. QFD helps to translate customer requirements into specific offering
specifications, prioritize possible offering specifications and make trade-off decisions
based on weighted customer requirements and ranked competitive assessment.
Definition:
Quality Function Deployment (QFD) is a planning tool used to fulfill
customer expectations. It is a disciplined approach to product design, engineering
and production and provides in-depth evaluation of a product. It focuses on
customer expectations or requirements often referred to as the voice of the
customer.
It is employed to translate customer expectations in terms of specific
requirements, in two directions and actions, in terms of engineering or technical
characteristics that can be deployed through:
• Product planning
• Part development
• Process Planning
• Production Planning
• Service Industries
QFD Team:
• When an organization decides to implement QFD, the project manager and team
members need to be able to commit a significant amount of time to it, especially
in the early stages.
• Teams compose of members from marketing, design, quality, finance and
production.
• One of the most important tools in the QFD process is communication.
• Team meetings are very important in the QFD process.
• The team leader needs to ensure that the meetings run in the most efficient
manner and that the members are kept informed.
• The meeting format should have some way of measuring how well the QFD
process is working at each meeting and should be flexible depending on certain
situations.
Voice of the Customer:

• Words used by the customer to describe their expectations are often referred to
as the voice of the customer.
• Customer satisfaction like quality is defined as meeting or exceeding customer
expectations.
• QFD begins with marketing to determine what exactly the customer desires from
a product.
• During the collection of information, the QFD team must continually ask and
answer numerous questions such as:
• What does the customer really want?
• What are the customers’ expectations?
• Are the customers’ expectations used to drive the design process?
• What can the design team to do achieve customer satisfaction?
Organization of Information – The House of Quality:

• The primary planning tool used in QFD is the house of quality. The house of quality translates the
voice of the customer in to design requirements that meet specific target values and matches
those against how an organization will meet those requirements.
• Many managers and engineers consider the house of quality to be primary chart in quality
planning.
BASIC STRUTURE OF HOUSE OF QULAITY:
Building a House of Quality:

Step1: List Customer Requirements (WHATs)
• QFD starts with a list of goals and objectives.
•This list is often referred as the WHATs that a customer needs or expects in a
particular product.
•This list of primary customer requirements is usually vague and very general in
nature.
•Further a most detailed list of secondary customer requirements is needed to
support the primary customer requirements.
The Customer Matrix:
Step 2: List Technical Descriptors (HOWs)

• The goal of the house of quality is to design or change the design of a product in
away that meets or exceeds the customer expectations.
• Here the customer needs and expectations are expressed in terms of customer
requirements; it is the duty of the QFD team to convert these requirements in to
engineering characteristics or technical descriptors.
• Implementation of the customer requirements is difficult until they are translated
in to counterpart characteristics.
• Counterpart characteristics are an expression of the voice of the customer in
technical language.
• The list of technical descriptors is divided in two primary, secondary and tertiary
technical descriptors.
• Determine their respective relationships.
• One way to reduce the confusion associated with determining the
relationships between customer requirements and technical descriptors is to
use an L-Shaped matrix.
• The L-Shaped matrix makes interpreting the complex relations very easy and
does not require a significant amount of experience.
Step 3: Relationship Matrix

•The inside of the house of quality is called as the relationship matrix and it is
usually filled by the QFD team.
•It is common to use symbols to represent the relationship between the customer
requirements and descriptors.
Example:
• A solid circle represents a strong relationship
• A single circle represents a medium relationship
• A triangle represents a weak relationship.
• An empty column indicates that a particular technical descriptor does not
affect any of the customer requirements and after careful scrutiny may be
removed from the house of quality.
Step 4: Develop an interrelationship Matrix between HOWs
• The roof of the house of the quality called the correlation matrix is used to
identify any interrelationships between each of the technical descriptors.
• Symbols:
• A solid circle represents a strong positive relationship
• A circle represents a positive relationship
• An X represents a negative relationship
• An asterisk represents a strong negative relationship.
Step 5: Competitive Assessments
• The competitive assessments are a pair of weighted tables that depict item for
item how competitive products are compared with current organization products.
• The competitive assessment tables are separated in to two categories customer
assessment and technical assessment.
• The numbers 1 through 5 are listed in the competitive evaluation column to
indicate a rating of 1 for worst and 5 for best.
• The customer competitive assessment is a good way to determine is the customer
requirements has been met and identifies areas to concentrate in on the next
design.
• Technical Competitive Assessment:
• Customer requirements and technical descriptors that are strongly
related should also exhibit a strong relationship in their competitive
assessments.
• If an organization technical assessment shows its products to be
superior to the competition, then the customer assessment should show
a superior assessment.
• If the customer disagrees, then a mistake in engineering judgement
has occurred and should be corrected.
Step 6: Develop Prioritized customer requirements
• Importance to customer
• Target value
• Scale-up factor
• Sales point
• An absolute weight
Step 7: Develop Prioritized technical descriptors
• Degree of technical difficulty
• Target value
• Absolute weights
• Relative weights
The Complete Structure of House of Quality
The above seven steps helps to plan and establish a new product/business and
helps to improve the business for an existing product.
Video 2: QFD – The house of Quality – 17 Min

https://www.youtube.com/watch?v=4ZfLPitoaSE&t=7s
TAGUCHI’S QUALITY LOSS FUNCTION
The quality loss function as defined by Taguchi is the loss imparted to the
society by the product from the time the product is designed to the time it is
shipped to the customer. In fact, he defined quality as the conformity around a
target value with a lower standard deviation in the outputs.
It is a graphical representation of a variety of non-perfect parts that can
each lead to losses, and these losses can be measured in rupee value. These losses
basically originate from:
• Cost to produce,
• Failure to function,
• Maintenance and repair cost,
• Loss of brand name leading to customer dissatisfaction,
• Cost of redesign and rework.
Taguchi loss function is also defined as the graphical depiction of loss to
describe a phenomenon affecting the value of products produced by a company. It
emphasizes the need for incorporating quality and reliability at the design stage,
prior to production. It is particularly significant in products not involving close
tolerances, but with wider than usual tolerances, or in other words, where the
design specifies larger variations between the upper and lower control limits to suit
the manufacturing facilities, rather than as required for the matching between two
mating components in an assembly components.
CUSTOMERS PERCEIVE QUALITY AS MEETING THE TARGET RATHER THAN
JUST MEETING THE SPECIFICATIONS.
There are three common quality loss functions
1. Nominal - the - best.
2. Smaller - the - better.
3. Larger - the – better

NOMINAL – THE – BEST :
Although Taguchi developed so many loss functions, many situations are
approximated by the quadratic function which is called the Nominal – the –
best type.
Quadratic Loss
The quadratic function is shown in figure. In this situation, the loss occurs as soon
as the performance characteristic, y, departs from the target τ.
At τ, the loss is Rs. 0.
At LSL (or) USL, the loss is Rs. A.
The quadratic loss function is described by the equation L = k (y - )2. Where,
L = cost incurred as quality deviates from the target.
y = Performance characteristic
 = target
k = Quality loss coefficient.
The loss coefficient is determined by setting ∆ = (y – ), the deviation from the
target. When ∆ is the USL (or) LSL, the loss to the customer of repairing (or)
discarding the product is Rs. A.
Thus,
K = A / (y – )2 = A / ∆2 .
SMALLER – THE – BETTER :
The following figure shows the smaller – the – better concepts.
The target value for smaller – the – better is 0. There are no negative values for
the performance characteristic.
The radiation leakage from a microwave appliance, the response time for a
computer, pollution from an automobile, out of round for a hole etc. are the
performance characteristics for this concept.
LARGER – THE – BETTER :
The following figure shows the concept of the Larger – the – better.
In the Larger – the – better concept, the target value is ∞ (infinity), which gives
a zero loss. There are no negative values and the worst case is at y = 0. Actually,
larger – the – better is the reciprocal of smaller – the – better. The performance
characteristics in Larger – the – better are bond strength of adhesives, welding
strength etc.
Taguchi Quality Loss Function
Genichi Taguchi is a Japanese quality expert, known for the Quality Loss
Function and for methodologies to optimise quality at the design stage – ―robust
design. Taguchi received formal recognition for his work including Deming Prizes and
Awards. Genichi Taguchi considers quality loss all the way through to the
customer, including cost of scrap, rework, downtime, warranty claims and
ultimately reduced market share.
Genichi Taguchi's Quality Loss Function
The Quality Loss Function gives a financial value for customers'

increasing dissatisfaction as the product performance goes below the desired
target performance. Equally, it gives a financial value for increasing costs as
product performance goes above the desired target performance. Determining the
target performance is an educated guess, often based on customer surveys and
feedback.
The quality loss function allows financial decisions to be made at
the design stage regarding the cost of achieving the target performance.
TOTAL PRODUCTIVE MAINTENANCE
TPM (Total Productive Maintenance) is a maintenance philosophy designed
to integrate equipment maintenance into the manufacturing process. The goal of
any TPM program is to eliminate losses tied to equipment maintenance or, in other
words, keep equipment producing only good product, as fast as possible with no
unplanned downtime.
Meaning:
Total- All encompassing by maintenance and production individuals working
together.
Productive-Production of goods and services that meet or exceed customers
expectations
Maintenance-Keeping equipment and plant in as good as or better than the
original condition at all times.
Steps:
• Management learns the new philosophy
• Management promotes the new philosophy
• Training is funded and developed for everyone in the organization
• Areas of needed improvement are identified
• Performance goals are formulated
• An implementation plan is developed
• Autonomous work groups are established.
1. Learning the new philosophy:

• TPM is merely trying to tap in to an unused resource, the brain power and
problem solving ability of all the organizations employees.
• Thus it is necessary to allow people to make decisions.
• Many organizations have had the flavor-of-the-mouth approach to changing
management techniques.
• This approach has led to credibility problems with employees.
• Management is changed and the new manger does not build on past
accomplishments but develops a new system that will presumably solve all of
the organizations problems.
• Lack of ownership seems to cause low cause morale and dissatisfaction with
management.
• Ownership should be based on what is good for the customer and for the
employees that serve the customer.
2. Promoting the new philosophy:

• Senior management must spend more time in promoting the system.
• They must sell the idea and let the employees know that they are totally
committed to its success.
• If the belief in the new philosophy and commitment are not there, then
positive results will not happen.
• Too often lip service is given to a “new idea”.
• This can be solved by a belief that the new system will solve some
immediate problems and lead to an immediate return on investment.
• A long term commitment to the new philosophy is required.
• One of the best ways to implement the new philosophy is just to start doing
it.
• In other words start giving the maintenance and production personnel more
autonomy.
• Once the employees realize that management is serious about taking the
organization in a new, more positive direction, employees will usually
respond.
3. Training:
• Teach the new philosophy to mangers at all levels.
• Begin with senior management and work down to first line supervisors.
• Don’t teach the HOW also teach the WHY
• Senior management must spend time learning about and understanding the
ramifications of this philosophy to their organization.
• Some managers are needed to be replaced because they don’t accept
change and also identify managers who readily respond to new philosophy.
• First line supervisors need to learn their role in what most likely will be a
new environment.
• There needs to be some instruction in the areas of jobs that maintenance
people do and jobs that production people do.
• A great benefit of TPM is the cross-pollination of ideas between maintenance
technicians and production operators.
4. Improvement Needs:
• There are usually some machines that seem to be on the verge of breaking
down or require an excessive amount of maintenance.
• Employees who work with the equipment on a daily basis are better able to
identify those conditions than anyone else in the organization.
• A good first step is to let the operators and maintenance technicians tell
management which machines and systems need the most attention.
• An implementation team of operators and technicians to coordinate this
process is essential.
Six Losses:
Downtime Losses:
• Planned
• Start ups
• Shift Changes
• Coffee and lunch breaks
• Unplanned:
• Equipment breakdown
• Change over’s
• Lack of material
• Idling and minor stoppages
• Slow downs and poor quality losses
• Process nonconformities
• Scrap
5. Goal:
• Goal should be set after the improvement needs are identified.
• The first goal is to establish the time frame for fixing the prioritized problem.
• Technicians and operators will probably want it done faster than
management because it causes them more problems on a daily basis.
• Identifying needs and setting goals begins the process of getting the
organization to work as a team.
6. Developing Plans:
• First, develop and implement an overall plan of action for training all
employees.
• Plans for developing the autonomous work groups should take place during
the training phase.
• Plan to use, team of maintenance technicians and operators to work on
particularly troublesome problems.
• Priorities can be set and management can make a commitment with
resources to correct some of the basic problems.
7. Autonomous Work Groups:
• Autonomous work groups are established based on the natural flow of
activity.
• First make the operator responsible for the equipment and the level of
maintenance that he is capable of performing.
• Next, identify the maintenance personnel who work in certain areas or have
certain skill levels.
• Operators and maintenance personnel are brought together resulting in an
autonomous work group.
• These groups must have the authority to make decisions about keeping the
equipment in first class running order.
Video 3: Four Principles of TPM – 3 Min

https://www.youtube.com/watch?v=nb031_LQIHQ
Performance Measures
A performance measure is a numeric description of an agency’s work and
the results of that work. Performance measures are based on data, and tell a story
about whether an agency or activity is achieving its objectives and if progress is
being made toward attaining policy or organizational goals.
In technical terms, a performance measure is a quantifiable expression of
the amount, cost, or result of activities that indicate how much, how well, and at
what level, products or services are provided to customers during a given time
period.
“Quantifiable” means the description can be counted more than once, or
measured using numbers. “Activities” mean the work, business processes and
functions of Washington state government agencies. “Results” are what the agency’s
work is intended to achieve or accomplish for its customers.
Examples of performance measures:
• Average days to process a permit per quarter
• Number of acres cleared per year
• Percentage of graduates finding work within one month
Need for Performance Measures:
There are several reasons to measure, monitor and report performance of
our work.
It’s the right thing to do: We measure many things in our lives outside work.
• Our children regularly bring home objective measures of their performance at
school (i.e., test scores and report cards).
• We get monthly measures of performance at home: investment performance,
water and electricity usage, and so on.

• We monitor our health through a variety of measures of how well our body is
performing: weight, blood pressure, cholesterol levels.
Need at Organizational Level:

• To lead the entire organization by driving the strategies and organizational change.
• To manage the resources needed to travel in this direction by evaluating the
effectiveness of action plans.
• To operate the processes that makes the organization work and improves
continuously.
Types of Performance Measures:

The following table depicts the types of performance measure which are commonly
measured in any system:
Major Example
Description
Performanc
e Measure
Input A measure of resources used by an Applications received
measure activity or process. Some inputs Dollars spent Staff hours
relate to workload. Others relate to used
the amount of resources used in a
process.
Output The number of units of a product or Eligibility interviews
measures service produced or delivered. conducted
 Children immunized
 Number of non-
compliant
woodstoves
replaced
Process Describe aspects of the business Days to issue a permit
measures process, such as completion rate,
processing time, backlog, error rates,
and so on.
Outcome Measures of ultimate benefits Reduction in deaths

measures associated with a program or service. Improvement in air
quality in areas with
wood-stove compliance
program
Objectives of Performance Measures:
• To establish baseline measures and reveal trends.
• To determine which processes need to be improved.
• To indicate profits and losses.
• To compare goals with actual processes.
• To provide information for individual and team evaluation.
• To provide information for improved decision.
• To determine the overall performance of the organization.
Video 4: Developing Performance Measures – 3 Min

https://www.youtube.com/watch?v=9WRUWVPtvLg
Video 5: Categories of Performance Measures – 4 Min
https://www.youtube.com/watch?v=7F1e1Cw5pcg
10.ASSIGNMENT
1. Explain the Concepts of Lean Six sigma
Course Outcome : 03
Program Outcome : PO8,PO10, PO11 & PO12
Template:
Lean Six sigma Concepts Methodology Application

Manufacture Minimum Pages Expected: 05
Industry
Service Industry
IT Industry
2. Explain the process of benchmarking, bench learning and

bench action
Course Outcome: 03
Template:
Process Benchmarking Bench learning Bench action
Industry Minimum Pages Expected: 05
Institutions
Government
3. Differentiate TPM & TQM & QMS
Course Outcome : 04
Template:
Tools Concept Improvement Performance
TQM Minimum Pages Expected: 05

TPM
QMS
4. Explain the four phase model of QFD
Course Outcome : 04
Template:
Tools Types Block diagram Explanation
Phases Minimum Pages Expected: 05

Process
Functions
11. Part A Question & Answer
Unit 4
S.No Question and Answers CO K
1 What are Quality Circles (QC)? CO4 K1

QC is a small team of people (around 8 to 10) coming from
the same work area/department who voluntarily meet on a
regular basis (about an hour every week) to identify,
investigate, analyze and solve work-related problems.
QC can be viewed from three angles: (i) as a form of
participative management, (ii) as a HRD technique, and (iii)
as a problemsolving technique.
2 What are the roles assigned to people in Quality CO4 K1
Circles?
The QC organization has a four-tier structure consisting of
Members, Leaders, Facilitators, and Steering Committee.
3 Mention some major objectives of Quality Circle CO4 K1
projects.
1. Improve quality and productivity.
2. Cost reduction.
3. Effective utilization of resources.
4. Avoid unnecessary errors, defects.
5. Solve work-related problems that interfere with
production
4 How Do Quality Circles Work? CO4 K1
All members of a Circle need to receive training
All members of a Circle need to receive training
Members need to be empowered
Members need to be empowered
Members need to have the support of Senior Management
5 What are the characteristics of quality circle? CO4 K1
Volunteers
Set Rules and Priorities
Decisions made by Consensus
Use of organized approaches to Problem-Solving
6 What are the requirements of quality circle? CO4 K1

Management Support
Training
Recognition System
7 What is a QFD? CO4 K1

Quality Function Deployment is a planning tool used to fulfill
customer expectations. It is a disciplined approach to product
design, engineering, and production and provides in-depth
evaluation of a product.
8 What are the benefits of QFD? CO4 K1
i. Customer driven
ii. Reduces implementation time
iii. Promotes teamwork
iv. Provides documentation
9 What are the areas in which QFD is used? APRIL/MAY CO4 K1
2011
Quality function deployment is a planning tool used to fulfill
customer expectations. It is a disciplined approach to product
design, engineering, and production and provides in-depth
Evaluation of a product
10 What is QFD team? CO4 K1
There are two types of teams
designing a new product or
improving an existing product.
Teams are composed of members from marketing, design,
quality, finance, and production. The existing product team
usually has fewer members, because the QFD process will
only need to be modified
11 What are the phases of QFD process? CO4 K1
Product planning
Product development
Process planning
Production planning
12 What are the eight pillars of TPM? CO4 K1
The eight pillars of TPM are:
5S,
JishuHozen (Autonomous Maintenance),
Kobetsu Kaizen (KK),
Planned Maintenance (PM),
Quality Maintenance (QM),
Training,
Office TPM, and
Safety, Health and Environment
13 Define TPM? CO4 K1

T : Total = All encompassing by maintenance and production
individuals working together.
P : Productive = Production of goods and services that meet
or exceed customer’s expectations.
M : Maintenance = Keeping equipment and plant in as good
as or better than te original condition at all times.
14 What are the overall goals of TPM? (Nov/Dec 2008) CO4 K1
The overall goals of TPM are:
Maintaining and improving equipment capacity.
Maintaining equipment for life.
Using support from all areas of operation. Encouraging
inputs from all employees. Using teams for continuous
improvement
15 List out the benefits of total productive maintenance? CO4 K1
(April/ May 2017)
Total Productive Maintenance helps to take immediate
attention to some smaller problems before the problem
aggravates.
Reduction in total manpower.
Reduction in delays and downtime losses by reducing
breakdowns and equipment failures and by reducing
adjustment and set up times e.g., guide setting, tool and
dies changing etc.
TPM ensures better and more energy saving measures and
also better safety of men and machine.
TPM ensures quicker availability of quality spares, materials
and other services.
16 What are the seven basic steps that get an CO4 K1
organization started toward TPM?
Management learns the new philosophy.
2. Management promotes the new philosophy.
3. Training is funded and developed for everyone in the
organization.
4. Areas of needed improvement are identified.
5. Performance goals are formulated.
6. An implementation plan is developed.
7. Autonomous work groups are established.
Part - A
17 What is the essential feature of Total Productive CO4 K1

Maintenance? (TPM) (May/Jun 2012, Nov/Dec 2013)
TPM is keeping plant and equipment at their highest
productive level through cooperation of all areas of the
enterprise.
TPM brings maintenance into focus as a necessary and vital
part of the business.
It is not regarded as a non-profit activity.
Down time for maintenance is scheduled as an integral part
of the manufacturing process.
18 What are the six major loss areas CO4 K1

1. Planned
2. Unplanned Downtime
3. Idling and minor stoppages
4. Slow-downs
5. Process nonconformities
6. Scrap
19 Define cost of quality CO4 K1
“Cost of quality” is an approach to measure and track
financial impact of various quality activities
20 List the categories of quality costs. CO4 K1
The categories of quality cost are 1. Cost of prevention 2.
Cost of appraisal 3. Cost of internal failures and 4. Cost of
external failures.
21 Give some examples of internal costs CO4 K1
Rework, fixing of bugs detected in internal testing of
software
• Premium freight due to late delivery
• Internal scrap
• Engineering and drawing changes to correct errors
• Energy cost for remelting of rejected castings
22 What is meant by cost of prevention? CO4 K1
Prevention costs are the costs that are incurred on
preventing a quality problem from arising.
23 List the elements of cost of prevention. CO4 K1

The elements of cost of prevention are
1. Cost of quality planning
2. Cost of documenting
3. Process control cost
4. Cost of training
5. Costs associated with preventing recurring defects.
24 What is cost appraisal? CO4 K1
Appraisal costs are the cost that are incurred in assessing
that the products/services conform to the requirements
25 What is meant by cost of internal failures? CO4 K1
The costs associated with defective products, components
and materials that fail to meet quality requirements and
result in manufacturing losses are called as costs of internal
failures. These costs are linked to correcting mistakes before
delivery of the product
26 What are the examples of cost of appraisal? CO4 K1
The cost of appraisal are
•Design reviews
• Software testing
• Set-up inspection
• Performance testing by customer
• Calibration of gauges
• Calibration of testing facility
• Receiving inspection of purchased parts
27 List the components cost of internal failures. CO4 K1
The cost of internal failures are
1. Cost associate with scrap and rejects.
2. Cost of repair and rework.
3. Cost of design changes.
4. Cost of trouble shooting
5. Cost of re inspection and retesting., etc;
28 Give examples of external failure cost CO4 K1
Complaints, Warranty claims, Retrofit and recall costs,
Liabilities and penalties, Allowances and customer goodwill
29 What is meant by cost of external failures? CO4 K1

It consist of the cost which are generated because of
defective products after being shipped to customers. These
cost are associated with the adjustments of malfunctions
after delivery of the product.
30 What is Taguchi’s Loss function? (TQLF) (May/Jun CO4 K1
2012, Apr/May/Jun 2015)
The essence of the loss function concept is that whenever a
product deviates from its target performance it generates a
loss to society. This loss is minimum when performance is
right on target, but it grows gradually as one deviates from
the target.
31 What is voice of customer (VOC)? CO4 K1
It is the requirements of the customers in a product and the
requirements are described by them in their own words.
VOC brings in the customer mindset and does not consider
with market dynamics. VOC is the basic step followed in
House of quality concept.
32 What are the six steps to build House of Quality‟? CO4 K1
1. Identify voice of the customers
2. Identify technical descriptors.
3. Relate the voice of the customers to the technical
descriptors
4. Conduct an evaluation of competing products
5. Evaluate technical descriptors and develop targets.
6. Determine which technical descriptors to deploy in the
remainder of the production process
33 What are Autonomous Work Groups CO4 K1
Autonomous work groups are established based on the
natural flow of activity.
First, make the operator responsible for the equipment and
the level of maintenance that he is capable of performing.
Next, identify the maintenance personnel who work in
certain areas or have certain skill levels. Operators and
maintenance personnel are brought together, resulting in an
autonomous work group.
These groups must have the authority to make decisions
about keeping the equipment in first-class running order.
34 What are the objectives of Performance measures CO4 K1
Establish baseline measures and reveal trends.
2. Determine which processes need to be improved.
3. Indicate process gains and losses.
4. Compare goals with actual performance.
5. Provide information for individual and team evaluation.
6. Provide information to make informed decisions.
7. Determine the overall performance of the organization.
35 What are the characteristics used to measure the CO4 K1
performance of a particular process?
1. Quantity 2. Cost 3. Time 4. Accuracy 5. Function 6.
Service 7. Aesthetics
36 Give the six basic techniques for presenting CO4 K1
performance measures?
1.Time series graph 2.Control chart 3.Capability index
4.Taguchi‟s Loss Function 5.Cost of poor quality 6.Malcolm
Baldrige National Quality Award
37 What are the criteria for evaluating performance CO4 K1
measures
Simple
Few in number
Developed by users
Relevance to customer
38 What is the Need for Evaluation of quality cost? CO4 K1
Cost of quality is a result of many specific segments, each
one linked with a specific (or linked) root cause.
Estimation of quality cost leads to identification of
improvement plans and also sensitizes the managers to
take actions in order to reduce the costs. Reduction in
quality cost has a direct bearing on the increase in
profitability, without increasing sales or without deploying
more resources.
39 What are the limitations of Quality Cost CO4 K1
Quality cost analysis is useful for setting priority for upper
management but usually does not suggest specific
actions.
It provides a broad direction but requires further detailed
analysis of data such as item-wise analysis of rejections,
warranty, customer complaints etc. to decide action plan.
Often, Quality Cost data is not accurate and therefore is not
reviewed seriously.
40 If the specifications are 10 ± 3 for a particular quality CO4 K1
characteristic and the average repair cost is $230,
determine the loss function. Determine the loss at y
= 12.
41 What are the typical measurements frequently asked CO4 K1

by managers and teams?
Human Resource
Customers
Production
Research & Development
Suppliers
Marketing/Sales
Administration
12. Part B Question & Answer
Unit – IV PART - B
1. Discuss about the objectives, process, outcome and benefits of quality
functional deployment (QFD) (or ) Explain about QFD Process?
(CO4, K2)
Quality Function Deployment is a planning tool used to fulfil customer
expectations. It is a disciplined approach to product design, engineering, and
production and provides in-depth evaluation of a product.
It is employed to translate customer expectations in terms of specific

requirements, in two directions and actions, in terms of engineering or technical
characteristics that can be deployed through
Product planning
Part development
Process Planning
Production Planning
Service Industries
It is kind of conceptual map that provides a means of interfunctional planning and

communication.
WHAT the Customer wants and HOW to do it It is base tool for quality planning
managers
1. WHAT - Customer requirement and priority
2. HOW – Technical description and priority
3. Relationship with WHAT and HOW the main area
4. Interrelationships – Roof the cause of concern and importance
benefits of QFD
Customer driven
Reduces implementation time
Promotes teamwork
Provides documentation
PART - B
2. Draw the house of quality for a product of your choice and describe the QFD
methodology. (CO4, K2)
The primary planning tool used in QFD is the house of quality. The house of
quality translates the voice of the customer in to design requirements that meet
specific target values and matches those against how an organization will meet
those requirements.
Many managers and engineers consider the house of quality to be primary chart
in quality planning.
Building a House of Quality:
Step1: List Customer Requirements (WHATs)
List Technical Descriptors (HOWs)
Step 3: Relationship Matrix
Step 4: Develop an interrelationship Matrix between HOWs
Step 5: Competitive Assessments
Technical Competitive Assessment:
Step 6: Develop Prioritized customer requirements
Step 7: Develop Prioritized technical descriptors
3.Explain the Pillars of TPM and its Benefits. (CO4,K2)
Pillars of TPM:
1) 5S - Sort, straighten, shine, standardize, and sustain
Just like a physical structure starts with a grounded framework, building a strong
TPM process requires a strong foundation in the form of the principles of 5S. This
is a workplace organization method that is simplified into 5 basic steps:
Sort tools, equipment, and materials to identify which of these can be discarded
Straighten and set things in proper order to reduce unnecessary motion and
efficiently travel between working groups and locations
Shine refers to performing necessary housekeeping to clean up the work area
Standardize and schedule activities to systematically form the habits to keep the
workplace organized
Sustain the process and principles for long-term applications
The 5S approach provides a systematic approach to cleaning the workplace,
thereby uncovering underlying problems and challenges.
2) Autonomous maintenance
Maintenance tasks and caring for equipment should start with the people using
the equipment. The empowerment of operators to work on small maintenance
tasks effectively allows the maintenance teams to focus on more specialized
assignments.
3) Continuous improvement
Continuous Improvement promotes the attitude of progressing towards zero
losses and zero defects. Through small but continual tweaks to processes, the
overall effectiveness and efficiency of the organization is developed.
4) Planned maintenance
Planned maintenance activities are essential to the prevention of equipment
breakdown. Planned maintenance is performed by periodically evaluating the
condition of equipment to proactively prevent deterioration and mechanical
failures.
5) Quality maintenance
To ensure the satisfaction of the customer, manufacturing processes aim for zero-
defect production. Standards for superior quality, and checks on whether the
standards are being met, should be in place. The goal of quality maintenance is to
identify any possible causes of deviations from zero-defect production.
6) Training
The idea of TPM is that everyone does their part to contribute to the overall
productivity of the production process. In order to achieve optimum performance,
and to build each member’s competence, proper training is required to equip each
one with the theoretical and practical know-how of working with machines and
equipment.
7) Office TPM
A key role that is often overlooked is the administrative department that works
behind the scenes. Like the rest of the production teams and processes, the
management and administrative functions are also subject to productivity
improvement. Tins includes identifying and eliminating losses, and contributing to
the overall performance of the plant.
8) Safety, health, and environment
The last of the eight pillars focuses on creating a safe workplace. The essence of
this pillar is realized when actively applied to each of the other pillars. The
successful implementation of this pillar will contribute to a secure and hazard-free
workplace.
Benefits of TPM
Less unplanned maintenance
Reduced equipment downtime
Lower manufacturing costs
Strengthened workplace safety
PART - B
4.What is Total Productive Maintenance? Discuss the objectives , principle and steps
in introduction of TPM in an organization. (CO4, K2)
Total Productive Maintenance (TPM) is an important and effective tool for the
excellence. Total productive maintenance (TPM) is keeping the current plant and
equipment at its highest productivity level through cooperation of all areas of the
organization.
Objectives of TPM:
Avoiding waste in quickly changing environment
Producing goods without reducing product quality
Reduce costs
Produce a low batch quantity at the earliest possible time
Send only non – defective parts to the customers
Steps involved in TPM
Management learns the new philosophy
Management promotes the new philosophy
Training is funded and developed for everyone in the organization
Areas of needed improvement are identified
Performance goals are formulated
An implementation plan is developed
Autonomous work groups are established.
5.Discuss the significance of TPM. (CO4, K2)

TPM is a lean manufacturing philosophy that centres on achieving near-perfect
production. The aims of TPM are high: no breakdowns, no small stops or slow running, no
defects, and no accidents.
It emphasises proactive and preventative maintenance to maximise the lifespan and
productivity of equipment.
The TPM approach is heavily orientated around employee empowerment, and
encourages employees to take ownership of their machinery, which in turn increases
production uptime.
PART - B
6 . Explain Performance Measures: (CO4, K2)

Performance measures are required for the managers for managing an
organization perfectly.
Performance measures are used to achieve the following objectives.
To establish performance measures and reveal trend.
To identify the processes to be improved.
To determine the process gains and losses.
Examples of Performance Measures:
Lost time due to accidents, absenteeism.
Number of complaints from customers
SPC Charts
Amount of scrap / rework.
Performance Measure Presentation
Six Basic Techniques:
Time series Graph
Control Charts
Capability Index
Taguchis Loss function
Cost of poor quality
Malcolm Baldrige National Quality Award.
PART - B
7. Explain about Taguchi quality loss function. (CO4, K2)

The Taguchi quality loss function is a way to assess economic loss from a
deviation in quality without having to develop the unique function for each quality
characteristic. As a function of the traditionally used process capability index, it
also puts this unit less value into monetary units.
Taguchi defines Quality as “the loss imparted by the product to society from the
time the product is shipped.”
LOSS = Cost to operate, Failure to function, maintenance and repair cost,
customer satisfaction, poor design. Product to be produced “being within
specification”
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.
L(x) = K(x – N)^2

Where,
L(x) = Loss function
K= (Constant of proportionality)
C= Loss associated with sp limit
d = Deviation of specification from Target value
X= Quality features of selected product
N = Nominal value of the product and
(x- N) = Tolerance
PART - B
8.Explain the different types of cost contributing to the cost of quality. (CO4, K2)
Quality cost is defined as the cost associated with the non-achievement of
product/service quality as defined by the requirements established by the
organisation and its contracts with customers and society.
CATEGORIES & ELEMENTS OF QUALITY COST
Preventive Cost Category
Marketing/Consumer/User:
Product/Service/Design Development:
Purchasing:
Operations (Manufacturing or service):
Quality Administration:
Appraisal Cost Category

Purchasing Appraisal Costs:
Operations (Manufacturing or service) Appraisal Costs:
External Appraisal Costs:

Review of Test & Inspection:
Internal Failure Cost Category

Product or Service Design Failure Costs (Internal):
Purchasing Failure Costs:
Operations (Product or Service) Failure Costs:
External Failure Cost Category

Complaint Investigations of Customer or User Service:
PART - B
.
Returned Goods:
Retrofit and Recall costs
Warranty Claims
Liability Costs
Penalties
Customer or user good will
Lost Sales
9.What are the functions of quality circles? (CO4, K2)

 A quality circle is a participatory management technique that enlists the help of
employees in solving problems related to their own jobs. Circles are formed of
employees working together in an operation who meet at intervals to discuss
problems of quality and to devise solutions for improvements.
 It is a volunteer group composed of workers, who do the same or similar work,
usually under the leadership of their own supervisor (or an elected team leader),
who meet regularly in paid time who are trained to identify, analyze and solve
work-related problems and present their solutions to management.
13. SUPPORTIVE ONLINE CERTIFICATION COURSES
Sl.No Name of the Name of the Course Website Link

. Institute
1. UDEMY Total Quality www.udemy.com/course/total-quality-
Management management
2. ASIAN INSTITUTE OF Online Lean Six Sigma www.aiqmindia.com/online-lean-six-
QUALITY Certification Course sigma-certification-course.php
MANAGEMENT
3. NPTEL Total Quality nptel.ac.in/courses/110/104/110104080/
Management
4. NPTEL Total Quality nptel.ac.in/courses/110/104/110104085/
Management II
5. NPTEL Six Sigma nptel.ac.in/courses/110/105/110105123/
6. NPTEL Quality Design and nptel.ac.in/courses/110/105/110105088/

Control
7. NPTEL Inspection and Quality nptel.ac.in/courses/112/107/112107259/
Control in Manufacturing
8. NPTEL Quality Control in Textile nptel.ac.in/courses/116/102/116102019/
Industry
9. SWAYAM Six Sigma swayam.gov.in/nd1_noc20_mg19/previe
w
10. SWAYAM Quality Engineering & https://swayam.gov.in/nd2_nou20_cs12/
Management preview
11. SWAYAM Quality Design And swayam.gov.in/nd1_noc20_mg18/previe
Control w
12. IIBM INSTITUTE OF Total Quality www.iibmindia.in/total-quality-
BUSINESS management management-professional- certification-
MANAGEMENT course
13. COURSERA Engineering Project www.coursera.org/programs/r-m-k-
Management: Risk, engineering-college-on-coursera
Quality, Teams, and
Procurement
14. COURSERA Total Quality www.coursera.org/programs/r-m-k-
Management engineering-college-on-coursera
15. COURSERA Six Sigma Tools for www.coursera.org/programs/r-m-k-
Improve and Control engineering-college-on-coursera
17. COURSERA Environmental www.coursera.org/programs/r-m-k-
Management & Ethics engineering-college-on-coursera
Management: Initiating engineering-college-on-coursera
and Planning
19. COURSERA Strategic Leadership and www.coursera.org/programs/r-m-k-
20. COURSERA Sustainable Agricultural www.coursera.org/programs/r-m-k-
Land Management engineering-college-on-coursera
14.REAL TIME APPLICATIONS IN DAY TO DAY LIFE AND
TO INDUSTRY
1. Implementation of six sigma in Motorola
Source : Hana Tahiri @ peb.com
Program Outcome : PO3,PO4,PO10,PO11 & PO12
Explanation:
A look back in history indicates that the implementation of Six Sigma principles
was pioneered by Motorola Company in 1980s. Motorola has always been a high
tech company, offering highly reliable products. However, by 1870, every business
in which Motorola was engaged in, was already targeted by Japanese.
During that time, Motorola, like many other American companies, was struggling
to keep up with Japanese competition. Motorola’s customers were unhappy with
the product defects and customer support. On the other hand, Japanese had
already built an amazing quality standard that many American companies simply
could not keep up with. As a result, dealing with severe financial pressure,
Motorola had to take action.
The top management summoned the Motorola engineers and sought to reduce the
amount of errors in their products before they were even shipped out of their
factories. They combined all the quality management practices known till that time
and created a methodology that would be the baseline of Motorola’s quality
improvement program. Bill Smith, an engineer and scientist at Motorola, developed a
methodology that would reduce the amount of product defects. He created the
original statistics and formulas initiated the implementation of Six Sigma
methodology..
 Convinced in the huge success that this methodology would have, he presented
the ideas to CEO Bob Galvin. Bob came to recognize this approach as the solution
to their quality concerns. They followed the four phase Six Sigma methodology
(measure, analyze, improve and control) and started their journey of
documenting their key processes, aligning those processes to customer
requirements, and installing measurement systems to continually monitor and
improve these processes
As a result, Motorola’s performance improved instantly. However, even though

they were doing well, the analysis revealed that Japanese were still way ahead of
them.
Thus, to remain competitive, top management vowed to make improvements in

their quality by tenfold over a five-year period. Initially, this seemed to be
impossible, but by the end of 1985, everyone in Motorola had started working
toward that goal.
By the end of the five year period, every business in Motorola had reached their
targeted scale of improvement. Motorola managers decided to fly to Japan to
better evaluate how their competition was doing, and what they found out was
mind-blowing. They saw that the Japanese companies were doing 2000 times
better than them. This was due to the fact that Japanese had been using similar
technologies for a longer period of time.
The information unveiled in Japan changed the objectives of Motorola again. The
executives became even more ambitious, and decided to set a tenfold target one
more time, but deadline was set for a two year period now. Motorola goal for
1992 was to have 3.4 defects per million opportunities.
After implementing Sig Sigma, Motorola realized how important the methodology
had been in improving their processes. In fact, they have documented more than
$16 billion in saving as a result of Six Sigma adoption. Therefore, they decided to
make the methodology public for every company that wanted to adopt it in their
processes. Since then, tens of thousands of companies around the world have
been considering Six Sigma as a way of doing business.
Bearing in mind the previous points, it can be concluded that Motorola

implementation of Six Sigma has been a stepping stone in the modern times of
quality improvement. We may wonder where will the Six Sigma journey lead us
to. This path, however, will certainly be challenging while we seek perfection. But
the highly satisfied customers, motivated employees, increased benefits, among
many other reasons, lead to believe that the employment of Six Sigma as the best
business support will never cease to exist.
2. Benchmarking: A Method for Continuous Quality
Improvement in Health Benchmarking: A Method for
Continuous Quality Improvement in Health
Source : Amina Ettorchi-Tardy, Marie Levif, Philippe

MichelHealth Policy. 2012 May; 7(4): e101–e119.
Explanation:
Benchmarking, a management approach for implementing best practices at best
cost, is a recent concept in the healthcare system. The objectives of this paper are
to better understand the concept and its evolution in the healthcare sector, to
propose an operational definition, and to describe some French and international
experiences of benchmarking in the healthcare sector. To this end, we reviewed the
literature on this approach's emergence in the industrial sector, its evolution, its
fields of application and examples of how it has been used in the healthcare sector.
Benchmarking is often thought to consist simply of comparing
indicators and is not perceived in its entirety, that is, as a tool based
on voluntary and active collaboration among several organizations to
create a spirit of competition and to apply best practices. The key
feature of benchmarking is its integration within a comprehensive and
participatory policy of continuous quality improvement (CQI).
Conditions for successful benchmarking focus essentially on careful
preparation of the process, monitoring of the relevant indicators, staff
involvement and inter-organizational visits.
Compared to methods previously implemented in France (CQI and

collaborative projects), benchmarking has specific features that set it
apart as a healthcare innovation. This is especially true for healthcare
or medical–social organizations, as the principle of inter-organizational
visiting is not part of their culture. Thus, this approach will need to be
assessed for feasibility and acceptability before it is more widely
promoted.
3. Taguchi's loss function in manufacturing and service sector
Source : Mishra, A.: Importance of Taguchi's Method in Optimization of

Various Problems in Service Sector. Indus-trial Engineering &
Management 4, 5 (2015)
Explanation:
An important aspect of quality management is the consideration of quality cost

importance. A turning point when considering the quality costs was the
intro-duction of the Taguchi loss function in perception disagreements.
This focuses on a comparison of the approaches to the application of the
Taguchi approach in manufacturing and services and highlights some differences
that need to be respect-ed to assess the full potential of the Taguchi method.
The focus is not only on the parameters to which the Taguchi loss function
is applied, but also measures to reduce possible deviations. The study shows
how the Taguchi loss function can be used when determining the basic success
factors for the selection of control elements and their tolerances for
manufacturing as well as the service sector.
The examples highlight the need not only for different approaches in the methods
used, but also the selection of measures to reduce quality costs. In the service
sector, a Service Level Agreement approach is used, which takes into account a
service guarantee.
Industrial production has profited from the broad application of the Taguchi loss
function as a way of provid-ing a rationale for investments in quality
improvements and reducing the losses caused by lack of quality. Re-search
has shown that manufacturing's good experience in applying this method could be
successfully replicated in services.
The example from the service sector (public transport) also shows how the method
could be applied to the relationship between a contracting entity and a service
provider based on a service level agreement. The method has found many
applications on the customer/producer interface and is changing the service sector
from a managed to a guaranteed environment, which will be particularly beneficial
for end customers.
4.Implementation of TPM in a Process Industry
Source : Advances in Transdisciplinary Engineering
DOI: 10.3233/978 1-61499-902-7-511
Explanation:
Quality of any manufactured product is closely associated with to maintenance of

manufacturing systems of any organization. To achieve a world class manufacturing
system, two new manufacturing paradigm Total Productive Maintenance (TPM) and
Total Quality Management (TQM) have emerged over the period along with other
widely used concepts. In this paper, a case study related to implementation of Total
Productive Maintenance is shared for a packaging material manufacturing
organization.
TPM Concept is implemented in the business flexible unit equipped with various
flexographic printing machines. Overall Equipment Effectiveness (OEE) is used as
the key performance measure of success of TPM implementation. The losses
associated with equipment effectiveness are identified and all the pillars of TPM
are implemented in a phased manner eliminating the losses and thus improving
the utilization of flexographic printing machines.
5. The Effect of ISO 9001 to Higher Education Operational

Performance:
Source : ISO 9001 practices and financial performance: A

technology coherence perspective. Jornal of
Operations Management. Vol. 26, Issue 5 pp. 611-629
Explanation:
Examines the relationship between the ISO 9001 Total Quality Management (TQM)
factors, that are presented in the Baldrige Education Criteria for Performance
Excellence framework (leadership, strategic planning, stakeholder and market focus
measurement and analysis, staff focus and process management), and the
seventh element which is the operational performance results.
The study, which was conducted at the Buraimi University College of Oman,
showed that TQM is applicable to higher education according to the perception of
the staff members. The study also showed that leadership, stakeholder and
market focus and staff focus have a significant positive influence on operational
performance of higher education
6. Application of ISO 14000 to Information Technology
Source : Computer Standards & Interfaces

Vol. 65 ,July 2019, Pages 180-202
Explanation:
Sustainability is a reality and a necessity for everyone in all areas. The changes
that are taking place with respect to environmental sensitivity force organizations
to adopt a new approach to this problem. This has led organizations such as the
International Organization for Standardization (ISO) to develop standards that
help all types of organizations achieve sustainable development, such as the ISO
14000 family of standards. However, the ISO 14000 family of standards is too
generic and does not address specific areas that are highly relevant for
organizations in the search for sustainability, as is the case of the area of
Information Technology (IT). From the area of IT, sustainability and, in particular,
the Green IT philosophy have become slogans for executive, corporate, and
service management. Implementing Green IT initiatives has become a priority for
the environmental awareness of organizations that want to stay ahead of the
curve. That is why, in this study, the application/inclusion of the ISO 14000 family
of standards to IT is carried out.
The results obtained and the validation of this proposal by experts show an
adequate and consistent proposal, which covers all areas related to IT. All this
demonstrates the applicability of the ISO 14000 family of standards to IT through
the Green IT and completes a developed framework that is useful in practice when
implementing the governance and management of Green IT. Likewise, thanks to this
proposal, organizations finally have a standardized guide when implementing Green
IT, as well as when seeking for international and recognized certifications in this
field.
15.CONTENT BEYOND SYLLABUS
5. Hazard Analysis and Risk Assessment (HARA)
Refer : Towards the Use of Controlled Natural Languages in Hazard

Analysis and Risk Assessment Paul Chomicz | 31.05.2017
Program Outcome : PO10,PO11 & PO12
Content : Identify all possible hazards potentially created by a product,
process or application.
6.Lean Six Sigma
Refer : LEAN/Six Sigma – Concepts & Principles by Jennifer Calohan

Program Outcome: PO10,PO11 & PO12
Content : Method that relies on a collaborative team effort to improve
performance by systematically removing waste and reducing
variation
7.Quality Management System
Refer : American Society for Quality. www.asq.org, accessed February

15, 2004
Program Outcome: PO10,PO11 & PO12
Content : Set of policies, processes and procedures required
for planning and execution (production/development/service)
in the core business area of an organization
8.Quality Assurance
Refer : ISO 1994 Quality Management and Quality Assurance - a

Vocabulary. International Organization for Standardization,
Geneva.
Program Outcome : PO10,PO11 & PO12
Content : Maintenance of a desired level of quality in a
service or product, especially by means of attention to every
stage of the process of delivery or production
16. ASSESSMENT SCHEDULE
Assessment Proposed Actual Course Program Outcome

Tools Date Date Outcome (Filled Gap)
Class Test 1 05/08/2020 CO1
Quiz 1 09/08/2020 CO1 PO12
Assignment 1 10/08/2020 CO1 PO8,PO9,PO10&PO1
2
Assessment 1 15/08/2020 CO1 & CO2
Seminar 1 01/09/2020 CO1,CO2&CO3 PO5,PO6,PO7,PO8,P
O9,PO10, & PO12
Class Test 2 05/09/2020 CO2
Quiz 2 09/09/2020 CO2 PO12
Assignment 2 10/09/2020 CO2 PO8,PO9,PO10&PO1
2
Assessment 2 15/09/2020 CO3&CO4
Seminar 2 02/10/2020 CO4,CO5&CO6 PO5,PO6,PO7,PO8,P
O9,PO10, & PO12
Mini Project 25/10/2020 CO1 to CO6 PO2,PO3,PO4,PO5,P
O10, & PO12
Model Exam 15/11/2020 CO1 to CO6
Online Course 20/11/2020 CO1 to CO6 PO5,PO6,PO7,PO8,P
Certification O9,PO10, & PO12
17.PRESCRIBED TEXT BOOKS &REFERENCE BOOKS
TEXT BOOK:
1. Dale H.Besterfiled, Carol B.Michna,Glen H. Besterfield,Mary B.Sacre,Hemant
Urdhwareshe and Rashmi Urdhwareshe, ―Total Quality Management‖, Pearson
Education Asia, Revised Third Edition, Indian Reprint, Sixth Impression, 2013.
REFERENCES:
1.James R. Evans and William M. Lindsay, "The Management and Control of
Quality", 8th Edition, First Indian Edition, Cengage Learning, 2012.
2.Janakiraman. B and Gopal .R.K., "Total Quality Management - Text and Cases",
Prentice Hall (India) Pvt. Ltd., 2006.
3.Suganthi.L and Anand Samuel, "Total Quality Management", Prentice Hall (India)
Pvt. Ltd., 2006.
4.ISO9001-2015 standards
18. MINI PROJECT SUGGESTIONS
5. A Study of Six Sigma Implementation Process at R.M.K. Group

of Institutions.

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12
Aim: The objective is to develop a model for implementation of Six Sigma in R.M.K.
Engineering College
Duration : 2 Months
6.Develop an APP using Fishbone Diagram for Result analysis

Aim: To Design and Develop an Android OS development tool App to measure and
Analysis the Examination results.
Duration : 2 Months
7. Develop a QFD to Improve the requirement & Project

management

Aim: To Clarify what kind of difference it makes to the project to use QFD in small
scale projects.
Duration : 2 Months
8. Implement a Total Productive Maintenance approach into an

Industry

Aim: To improve the overall equipment effectiveness (OEE) of machines and
processes through the implementation of a total productive maintenance (TPM)
approach at Industry over a three-month period
Duration : 2 Months
Thank you
Disclaimer:
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6. CO- PO/PSO Mapping

8. Activity based learning

11. Part A Question & Answer

12. Part B Question & Answer

13. Supportive online Certification courses

14. Real time Applications in day to day life and to Industry

15. Contents beyond the Syllabus

16. Assessment Schedule

17. Prescribed Text Books & Reference Books

18. Mini Project suggestions

To generate knowledge and skills to use tools and techniques

for the implementation of quality management in

manufacturing and services processes.

GE8291- ENVIRONMENTAL SCIENCE AND ENGINEERING

HS8381- INTERPERSONAL SKILLS/LISTENING & SPEAKING

HS8461- ADVANCED READING AND WRITING

MG8591- PRINCIPLES OF MANAGEMENT

1. Understand the quality philosophies and customer focused

PSO1 PSO2 PSO3

1 Introduction CO1 K2 MD1

5 Contributions CO1 K2 MD2

Signature of Staff Incharge Signature of HOD

3 Motivation, CO2 K2 MD2

7 5S, Kaizen CO2 K2 MD2

9 Supplier Rating CO2 K2 MD2

Signature of Staff Incharge Signature of HOD

Six sigma Concepts,

Reason to bench mark,

8 FMEA Stages CO3 K2 MD4

9 FMEA Types CO3 K2 MD2

Signature of Staff Incharge Signature of HOD

MD 1. Chalk & Talk

7 Taguchi quality loss CO3 K2 MD2

8 TPM Concepts, CO3 K2 MD3

9 Performance measures CO3 K2 MD4

Signature of Staff Incharge Signature of HOD

MD 1. Chalk & Talk

1 Introduction—Benefits CO5 K2 MD2

2 ISO 9000 Series of CO5 K2 MD2

3 AS 9100, TS16949 and CO5 K2 MD5

4 Implementation— CO5 K2 MD2

8 Requirements of ISO CO6 K2 MD3

Signature of Staff Incharge Signature of HOD

MD 1. Chalk & Talk

Topic : Differentiate Six Sigma and Lean Six sigma

Course Outcome : CO3

Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12

Aim : Pose an open-ended question to the class and ask

students to come up with their best answer.

Time : 25-30 minutes

Size : Group 2-3

 Helps students to think individually about a topic or answer to a question.

Course Outcome : CO3

Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12

Aim : To check how much could students

Time : 25-30 minutes

Size : Group 4-7

Topic : How Much Cost for Quality

Course Outcome : CO4

Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12

Aim : To write several questions on pieces of paper and