Total Quality Management (TQM)

1. Define the following terms:

1) Quality: The features of a product/service meet the needs and expectations (or
specifications) required by customers.
2) TQM: TQM is a management approach for long term continuous improvement. Total
means total view, and everyone is involved in everything.
3) SIPOC: SIPOc is a visual tool for documenting a business process from beginning to end
prior implementation.
S is Supplier which is the provider of input to your process
I is Inputs which are the materials, resources of data required to execute the process.
P is Process which is a structured set of activities that transform inputs into specified
outputs.
O is Outputs are the products or services that result from the process.
C is Customers are the recipient of the process output.
4) Toyota Production System (TPS): A highly efficient continuous flow assembly process,
which builds quality into the product and achieves cost reduction through elimination of
waste.
5) Kaizen: Customers' satisfaction has no limit so we must strive through continuous
improvement to be the best. The key factors are:
• Build lean system
• Promote organization learning
6) Gemba: it is a work place that refers to the place where value is created. See with your
eyes, gather data, then through problem solving achieve timely improvements.
7) Voice of Customers (VOC):
a. How does the customer describe quality
b. What is the customers’ tolerance for defects
c. Often expressed as specification limits
8) Voice of Process (VOP):
a. What is the current process capability
i. How much variation is in the process
ii. How many defects does it produce
iii. What is the process average
b. What process inputs are important to the final quality.
9) PDCA: Plan – Do – Check – Act where:
Plan: What to do? “objectives”, How to do? “Procedure”
Do: Do what was planned.
Check: Did things happen according to plan?
Act: How to improve next time?
10) SMART Objective: SMART is an abbreviation for Specific, Measurable, Achievable,
Relevant, and Time-Bound.
Specific: Provide enough detail to eliminate a general goal.
Measurable: Metrics to determine whether a goal will be attained and track progress.
Attainable: Goals should be realistic under the skills and resources available.
Relevant: Goals should be consistent and make sense within the business mission.
Time-Bound: Goals should be attainable in a defined time period
11) PESTEL: is an abbreviation for Political, Economic, Social, Technological,
Environmental, and Legal. PESTEL analysis is a strategic framework commonly used to
evaluate the business environment in which a firm operates.
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 12) Wastes: Waste is any cost incurred in a process that does not benefit the customer there
are eight different kinds of waste that occur during projects:
a) Over/Under Production: Waste from making more or less product than customers’
demand.
b) Waiting: “Waiting for anything” such as people, material, machine or information
causes work flow to stop. Due to poor work balance, poor communication, high
setup time, or breakdown.
c) Unnecessary Transportation: Wasted time, resources, and costs when
unnecessarily moving product and material due to distance between operations,
Poor Layout, batch processing. It can be minimized by locating sequential
operations as close together as possible
d) Over/Under Processing: wastes related to more work or higher quality than is
required.
e) Excess Inventory: such as final products, semi-finished products and parts which
need some place in the factory to be stored. Results from overproduction,
Inflexibility in production system, lack of balance
f) Unnecessary Motion: Unnecessary movement of people, material, or machinery
that does not add value within a process. Due to Poor equipment layout, poor placed
parts or, dies & tools, poor work arrangement
g) Defects: refers to all processing needed to correct defects. Defects results in
additional time, materials energy, capability & labor cost
h) Unused Talent: wastes due to underutilization of people’s talents, skills, and
Knowledge.
13) Muda, Muri, and Mura.
a) Muda: Non-value added. Look for the eight wastes.
b) Muri: Overburden of people or equipment.
c) Mura: Unevenness. Irregular or fluctuating production or workload due to poor
planning, staffing, inoperative equipment, or irregular demand.
2. What are the TQM Principles (Pillars)?
1) Customer Focus
Meet customer requirements and to strive to exceed customer expectations to improve
customer loyalty and to expand customer base.
2) Leadership
Leadership is essential in maintaining unity among employees to achieve interdependent
goals. Moreover, it enhances of the organizations’ processes.
3) Involvement of People
Engaged people at all levels throughout the organization are essential to enhance the
organization’s capability to create and deliver value
4) Process Approach
Results are achieved more effectively and efficiently when activities are understood and
managed as interrelated processes
5) System Approach to Management
TQM highlights executing the strategy systematically. The industry makes a proper
implementation plan, and they collect data while applying those processes.
6) Continual Improvement
Continual improvement of the process is an essential step for every industry to make their
customer satisfied such as Enhancing focus on root cause investigation and determination,
followed by prevention and corrective actions
7) Factual Approach to Decision Making
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 Making a decision based on facts is an effective way to achieve customer satisfaction. This
principle uses the actual method to collect and analyze data in order to make decisions for
the company’s progress.
8) Mutually Beneficial Supplier Relationships
The total quality management process helps all sections in the organization work combined
to achieve an interdependent objective.
3. Draw historical development of TQM

4. Draw PDCA cycle and put ISO 9001-2015 clauses on the diagram?

5. What are the 10 clauses of ISO 9001-2015

1) Scope.
2) Normative references.
3) Terms and definitions.
4) Context of the organization.
5) Leadership.
6) Planning.
7) Support.
8) Operation.
9) Performance evaluation.
10) Improvement.
6. What are the types of Audits?
1) Internal audit
a. First party audit (performed by the organization itself to identify of problem areas
and finding opportunities for improvement)
2) External audit
a. Second party audit (performed by customer audits to suppliers to check
conformance to customer requirements)
b. Third party audit (performed by external independent audit (certification body) to
check conformity to a specific standard)
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7. Mention the main ISO standards.

ISO Name Abbreviation

ISO 9001:2015 Quality Management System QMS
ISO 14001:2015 Environmental Management System EMS
ISO 21001:2018 Educational Organizations Management EOMS
System
ISO 22000:2018 Food Safety Management System FSMS
ISO 27001:2013 Information Management System IMS
ISO 45001:2001 Occupational Health and Safety OH&SMS
Management System
8. Draw the accreditation entities.

9. What are types of costs of quality?

Total quality cost has two types as follows:
• Cost of good quality (Prevention - Appraisal)
• Cost of poor quality (Internal failure – External failure)
10. Mention the types of quality tools and the use of each type?
1) Process Flow Chart
a. Provides common understanding of a process.
b. identifying waste and non-value-added steps.
c. Standardizes and documents processes.
2) Fishbone Diagram
A tool used to graphically display the relationship between an effect and the root causes
that influence it. By brainstorming we can identify root causes (Methods, Machinery,
Materials, Man, Measurement, and Environment)
3) Check/Data Sheet.
a. Observing the behavior of a process.
b. Collecting data to detect problems.
c. Collecting data for products or service.
4) Pareto Chart
a. Focus on the most Significant problem.
b. 80% of the problem may be element to 20% of the cause.
c. To sort out the “vital few” from the “trivial many.”
d. To separate important from unimportant causes of problem.
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 5) Histogram
a. To identify mean (average), median, mode (central tendency)
b. To identify shape of the distribution (normal distribution curve)
c. To identify range, standard deviation (measure of dispersion)
d. To identify upper and lower tolerance (control limits) limits
6) Scatter Diagram
a. There is a need to display what happens to one variable when another one changes.
b. Confirming relationships identified in a cause-and-effect diagram.
7) Control Chart
a. To display and manage variation in process output over time.
b. To distinguish special from common causes of variation
c. To help assign causes of variation.
d. To provide a basis for improvement
11. What are the types of Customers?
There are two distinct types of customers:
1) External customer
a. Current
b. Prospective
c. Last customers
2) Internal customer
12. Mention tools of root cause analysis.
1) 5 Whys (5 W)
2) Perato Chart
3) Fishbone diagram
4) Chart and/or Graphs
13. Mention lean principles.
1) Value: Act on what's important to the customer of the process
2) Value stream: Understand which steps in the process add value & which don't
3) Flow: Keep the work always moving and eliminate waste that creates delay
4) Pull: Avoid making more or ordering more inputs for customer demand you don't have
5) Strive for perfection: There is no optimum level of performance just continuously follow
improvements.
14. Mention 10 types of lean tools.
1) 5S
2) Kanban
3) Judoka
4) Continuous flow
5) Heijunka
6) Problem solving
7) Value stream mapping
8) Stability
9) Kaizen
10) Value and waste
15. What is lean thinking?
1) Lean thinking is the dynamic, knowledge, driven and customer focus process through
which all people in a defined enterprise continuously eliminate waste and create value.
2) Lean thinking: Profit = price – cost (Reduce cost through reduce waste to increase profit)
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16. What is lean Six sigma?
Lean six sigma combines both approaches lean and six sigma.
lean Six Sigma
1. Remove waste. 1. Reduce variation.
2. Increase speed. 2. Improves quality.
3. Remove non-value-added process steps. 3. Reduces variation at each remaining step.
4. Fixes connection between process steps 4. Optimizes remaining process steps.
5. Focuses on the customer. 5. Focuses on the customer.

17. What is the design for six sigma (DFSS)?

In DFSS, design engineers interpret and design the functionality of customer requirements by
optimizing both customer needs and organizational objectives.
DFSS consists of five stages, and is popularly known as DMADV methodology:
1) Define,
2) Measure,
3) Analyze,
4) Design,
5) Verify,
DMADV is appropriate for new product development where the product and processes do not
exist.

18. What are Lean Six Sigma Categories?

1) Champion
2) Master black belt
3) Black belt
4) Green belt
5) Yellow belt