Total quality management Part -A

Q1what do you understand by Total Quality Management, what are the requirements to implement TQM approach in an organization.

Ans Total quality management (TQM) is the organization-wide effort to install and make permanent a climate

in which it continuously improves its ability to deliver high-quality products and services to customers. While there

is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously-developed tools and

techniques of quality control. As a business phenomenon, TQM enjoyed widespread attention during the late

1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma

Total quality management can be summarized as a management system for a customer-focused organization that

involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the

quality discipline into the culture and activities of the organization.

Customer-focused. The customer ultimately determines the level of quality. No matter what an organization does

to foster quality improvement—training employees, integrating quality into the design process, upgrading computers

or software, or buying new measuring tools—the customer determines whether the efforts were worthwhile.

Total employee involvement. All employees participate in working toward common goals. Total employee

commitment can only be obtained after fear has been driven from the workplace, when empowerment has occurred,

and management has provided the proper environment. High-performance work systems integrate continuous

improvement efforts with normal business operations. Self-managed work teams are one form of empowerment.

Process-centered. A fundamental part of TQM is a focus on process thinking. A process is a series of steps that

take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to customers

(again, either internal or external). The steps required to carry out the process are defined, and performance

measures are continuously monitored in order to detect unexpected variation.

Integrated system. Although an organization may consist of many different functional specialties often organized

into vertically structured departments, it is the horizontal processes interconnecting these functions that are the

focus of TQM.

o Micro-processes add up to larger processes, and all processes aggregate into the business processes required

for defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as

well as the quality policies, objectives, and critical processes of the organization. Business performance must be

monitored and communicated continuously.

o An integrated business system may be modeled after the Baldrige National Quality Program criteria and/or

incorporate the ISO 9000 standards. Every organization has a unique work culture, and it is virtually impossible

to achieve excellence in its products and services unless a good quality culture has been fostered. Thus, an

integrated system connects business improvement elements in an attempt to continually improve and exceed

the expectations of customers, employees, and other stakeholders.

Strategic and systematic approach. A critical part of the management of quality is the strategic and systematic

approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or

strategic management, includes the formulation of a strategic plan that integrates quality as a core component.

Continual improvement. A major thrust of TQM is continual process improvement. Continual improvement drives

an organization to be both analytical and creative in finding ways to become more competitive and more effective at

meeting stakeholder expectations.

Fact-based decision making. In order to know how well an organization is performing, data on performance

measures are necessary. TQM requires that an organization continually collect and analyze data in order to improve

decision making accuracy, achieve consensus, and allow prediction based on past history.

.Q4 . What is Benchmarking, what are the steps you will follow to implement Benchmarking in an organization.Ans Benchmarking is simply the comparison of one organization's practices and performance against those of others. It seeks to identify standards, or "best practices," to apply in measuring and improving

performance Four types of benchmarking

There are four basic types of bench-marking:Internal-The process of comparing one particular operation within your

organization with another. Success in this area is a matter of "the left hand knowing what the right hand is doing." Internal benchmarking is by far the easiest, both to research and to implement. Productivity improvement achieved in this type is usually about 10 percent.

Competitive-The process of comparing an operation with that of your direct competitors. For obvious reasons, this is the most difficult type of benchmarking to carry out successfully, and legal considerations must always be kept in mind. Productivity improvement achieved in this type is usually about 20 percent.

Functional-The process of comparing an operation with that of similar ones within the broad range of your industry (e.g., copper mining techniques compared with coal mining techniques). Functional benchmarking is relatively easy to research and implement. Productivity improvement achieved in this type may be 35 percent or better.

Generic-The process of comparing operations from unrelated industries (i.e., ones often used by a wide variety of industries). An example would be a film library using the warehousing techniques of another industry to store more efficiently its catalogue of old movies. The advantage of this type is that the problems of competition do not apply, increasing the access to information and reducing the possibility of legal problems. Productivity improvement achieved in this type may be 35 percent or better.

Best practices

The recognition of best practices is somewhat subjective, but to increase the "objectivity" of identifying a "best practice," here are a few guidelines. A practice, method or process may be deemed a best practice when:

It produces superior results. Superior is defined as 25 percent or higher results than the normal output.

It is clearly a new or innovative use of manpower or technology.It is recognized by at least three different references as a best practice (that is,

three or more public domain sources have referenced this practice).It has received an external award for this practice.It is recognized by their customers or suppliers.It is recognized by an industry expert.When the organization(s) utilizing it have a patent for this practice.It leads to exceptional performance. An example here would be General

Electric's "Workout" practice.

More than just learning what benchmarking is and what it can do, the organization's leaders must develop a specific, organized approach to implementing benchmarking. It is fine to extol the virtues of benchmarking and encourage its use throughout the organization, but just like any other program, it must be established into the organization as a working process. The following 10 steps will keep any organization on track in its benchmarking endeavors.

Step 1-Determine processesto be benchmarked

This step involves defining as accurately as possible the process to be benchmarked. It is the cornerstone of the entire benchmarking process. An incorrect identification at this stage could result in a waste of precious resources at later stages. Consider the following questions:

Have departmental priorities been established? Determine whether the department has strongly defined its overall purpose. This includes setting long-term goals and short-term objectives.

What is the level of change? Does an entire system require rethinking? Perhaps a particular process within that system needs to be improved. Can improvement be achieved by upgrading some particular task within the process?

Has the work process to be selected been flowcharted? A good first step in gaining an overview of the entire process is to flowchart it. This will help identify problem areas and locate potential trouble areas. Then establish the critical measurements by which to compare future progress.

How much change is possible? Given your organization's resources and circumstances, find out whether reforming the process is affordable at the determined level of change.

Have critical performance measures been determined? Investigate whether measures have been determined in accordance with customer requirements. Have the measures been expressed in terms of a ratio or percentage? Are there other measures and, if so, which measure has priority?

Has a project description been written? Make sure the description includes the following:

1. A reason for the project2. Goals and objectives3. The cost and duration of the project4. Critical measures5. Potential gains6. The project's impact on the entire organization

Gather proof that the project is necessary in terms of potential costs against potential benefits.

After you've accomplished step 1, you will have a sharply focused, clearly defined procedure that tells management what needs to be changed, how much change can be achieved within given limitations and how to measure accurately your processes against those of others and against your own future projections.

Step 2-Determine organizations to be benchmarked

This step determines which organizations should be studied by identifying "the best of the best"-organizations whose practices can be adapted to your requirements. An incorrect choice could lead to electing partners that are not true benchmarks for the selected process, that are uncooperative or whose practices are incompatible or irrelevant to your needs. Consider the following questions:

From which sources could an effective partner list most likely be created? Research which published sources (industry periodicals, annual reports, etc.) would yield the most useful, accurate and up-to-date information. Find out which reliable individuals or groups (industry experts, watchdog groups, etc.) could be consulted to expand the list. A good source to consult is a library, either corporate or public. Librarians usually are eager to help in such efforts.

Which of the preliminary organizations selected are really "the best of the best"? Determine which prospective partners truly are the benchmarks for your organization.

Are the systems of the selected organizations really comparable? Select the organizations with practices that are the most compatible with yours.

Is sufficient and accurate data obtainable? Decide which prospective partners would be expected to produce the most reliable information. Then see which organizations (e.g., foreign entities) would present the fewest logistical problems when gathering data. Also, figure out which organizations would be the least likely to present legal problems when gathering data. From which organizations would cooperation most likely be obtained?

When you've gone through step 2, you will have compiled a large list from which to choose organizations to contact as potential partners, based on the superior quality of their processes.

Step 3-Gather data

This step involves creating a plan for collecting data from selected targets, conducting site visits and creating a site visit report. The correct implementation of this step will result in data that can be used directly to enhance your organization's performance. Incorrect implementation of this step could result in data that is useless or inadequate to your purposes. Consider the following questions:

Has an adequate data-collection plan been created? Determine what are the simplest data sources and the most difficult. Then figure out which data would have the most value. Other important factors are the time and cost limitations of collecting data.

Which are the best sources of practice data? Decide which combination of the four types of sources-internal, published, external or original research-would yield optimal results.

Have the best internal sources been consulted? Good sources to consult are your organization's library and other internal groups or teams.

Have the best published sources been consulted? Internal publications (e.g., annual reports, quarterly reports) of the target organizations should be studied as well as any periodicals and directories containing information about the target organizations. Appropriate data bases can also lead to pertinent information.

Have the best external sources been consulted? You can acquire significant information from professional organizations dealing with the business of your target organizations. You can also gain valuable information by contacting industry experts and independent consultants.

Has original research been carried out? Identify the appropriate contact person of each benchmarked organization. Make sure to notify all contacts by telephone, explaining that their organization has been selected as a potential benchmarking partner. Explain the purpose of the process in clear language.

Proceed by preparing a preliminary survey from a checklist of topics to be covered. Do the questions emphasize process and customer-satisfaction measures? Fifteen or fewer questions are usually appropriate. Make sure they are objective and presented in an appropriate format (preferably multiple choice).

Then send the preliminary survey to the contact person. Where appropriate, conduct telephone interviews. Perform personal interviews with target personnel.

After selecting the most appropriate benchmarking partners, decide where to conduct site visits.

Have the proper preparations been made for your site visits? Prepare a site visit plan and send a summary of the topics that will be covered to the contact person. Determine which questions to ask, keeping in mind the questions that are more important than others for a particular target. It is best to have the questions reviewed by an internal source to confirm their relevance.

Has the proper procedure been followed before, during and after the site visit? When notifying the contact person at the target organization of the impending visit, confirm that the contact person understands its purpose. Make sure to send the contact the necessary information (questions, etc.) in advance of the meeting.

On arriving at the site, the team should repeat its mission to the contact person. Obviously the appropriate questions should be asked during the visit, and the team should personally observe the process to be benchmarked. Instruct them to make extensive written observations of the process and to document observations as soon as possible after the visit. The agenda should allow for equal time for both benchmarking teams.

Has a site visit summary report been prepared? The report should accurately reflect the documentation of the site visit.

Have the appropriate ethical issues been considered? In obtaining information from a competitor, avoid any possibility of misrepresentation. Always approach consultants or former employees of the target organization with total candor and in an appropriate manner. Be careful to identify whether any of the information prepared could be considered proprietary (e.g., insider trading).

Upon finishing step 3, your organization will have complete, accurate and relevant data with which to compare its own processes with "the best of the best."

Step 4-Analyze for gaps

This step involves analyzing the data collected, discovering to what degree present performance lags behind the best in each area and combining the best features from the best practices into an ideal process. The correct implementation of this step will result in a clear picture of your processes in comparison with others in your business or industry. The incorrect implementation of this step could result in vague information that would not ultimately be useful in improving your operations. Consider the following questions:

How can the data compiled in step 3 be most effectively analyzed? Make sure to properly analyze the results of the benchmarked organization(s) in terms of

output and customer satisfaction. Also analyze thoroughly the results in terms of the work practices leading to them. Express both results quantitatively.

How does each best practice compare with your organization's practice for each procedure involved? Create a chart that compares the benchmarked organization's practice with your own. Have the correct measures been employed for comparison (e.g., cost, speed, ease of use)? Has the difference between the benchmarked organization's practice and your own been expressed in quantitative terms?

How can the best practices from these sources be combined? The best practice for each of the procedures involved should be combined into a single ideal process. How could the overall output of the process be projected? You may find that some procedures need to be eliminated because of cost or other considerations.

After you've accomplished step 4, relevant features from each of the best practices will combine into an ideal practice that can be implemented within budgetary and other constraints of your organization.

Step 5-Determine future trends

During this step, your team will examine your organization's past performance in relation to its competitors, forecast potential change in your industry and project future performance, both with and without the proposed benchmarking changes. The correct implementation of this step will give management a clear idea of its options and allot it a realistic conception of the potential benefits of adopting the benchmarking practices. An incorrect implementation of this step will give management an incomplete or inaccurate picture of its options. Consider the following questions:

What have been the industry trends of the recent past? Determine the measure (e.g., revenues, productivity), related to the practice being benchmarked, by which your organization can most appropriately be compared to others. Based on this measure, figure out the benchmarked organizations' recent performance, as well as your organization's performance.

What is the current performance gap? Compare your organization's current performance with the benchmarked organization. Is the gap widening or narrowing, according to recent trends? Discover the reason, based on the data analyzed in step 4, for the gap and its increase (or decrease).

What will be the future performance gap if no benchmarking changes are implemented? By projecting past trends into the future and allowing for anticipated changes, learn what the benchmarked competitors' position will be within the next specified time period. Decide what your organization's position will be if no benchmarking changes are made. Will the gap widen or narrow?

What will be the future performance gap if all proposed benchmarking changes are implemented? If the proposed benchmarking changes are implemented, determine your organization's position, in comparison with its competitors, within a specified time period. Has the change been expressed quantitatively (e.g., dollar amounts, percentages)? Has the potential benefit of the change been compared with the estimated cost (e.g., equipment, production delays, etc.) of its implementation?

Upon completing step 5, you will have identified the quantitative benefits of implementing the proposed benchmarking changes.

Step 6-Reveal resultsand sell the process

This step involves communicating the benchmarking results and their implications to significant audiences in the organization and motivating them to carry out changes. The correct implementation of this step will result in a complete understanding by the target audiences of the necessity for changes in the processes involved and a desire to carry them out. Incorrect implementation of this step will leave both management and employees confused or inadequately informed, reducing the potential for effective change. Consider the following questions:

Which audiences should be addressed? Decide whether the organization's entire management needs to be "sold" on the changes or only some managers. Educate those departments that need to be educated about the changes, and inform the entities outside the organization (e.g., customers, suppliers) that need to be informed.

How is the report to be written? Determine what kind of publications (e.g., full-length report, newsletter, video presentation) would be most appropriate to communicate the benchmarking results, based upon the nature of the organization and its goals. Express the purpose of the benchmarking process in the appropriate manner. Has emphasis been placed on the results of the study, rather than methodology? Has emphasis been placed on fact rather than opinion?

Has understanding and commitment been obtained from the target audience? Check the feedback from the report to see whether it indicates that the target audiences understand the necessity for change. Gain management approval for the concept of an implementation program. Also ensure that nonmanagement employees are completely "on board" for the changes. Do the outside entities involved understand how the changes will benefit them?

Step 6 will ensure that the advantages of change have been explained to the parties involved in order to motivate them to carry it out.

Step 7-Achieve consensuson revised goals

This step involves revising goals to close the performance gap determined in step 5 and achieving consensus on those goals. The correct implementation of this step will create realistic and unambiguous new standards for the processes involved. Incorrect implementation of this step could create poorly understood or unrealistic standards that would only increase the frustration level of both management and employees. Consider the following questions:

Have operational goals been effectively and realistically revised? Determine what type of change (e.g., basic goal priorities, measurement units, quantity or frequency of units processed) must be implemented. All goals should be expressed in quantifiable, easy-to-measure terms. The degree of change should also be realistic based upon benchmarking findings.

What impact will the revised goals have within the organization? Some departments may need to be reorganized, and some employees' positions will need to be redefined, created or eliminated. Also, some lines of authority may need to be altered. Analyze how the revised goals will impact departments not targeted for change. How will these changes be justified to the parties affected?

What impact will the revised goals have outside the organization? Try to ascertain what effect the changes will have on customers and suppliers. Then decide in what detail they should be informed of changes and how to present the changes to generate support rather than anxiety.

Has management committed to the specific revised goals? Management must understand the proposed goals and fully support them. And management must communicate the goals to all affected employees in such a way as to obtain their full commitment.

Step 7 establishes clear-cut goals that management has approved and that all employees understand.

Step 8-Establish action plans

This step establishes the step-by-step plan designed to bring about the goals created and approved in step 7. Incorrect implementation of this step could result in vague procedures which would either be rejected by management or would prove unworkable if approved. Consider the following questions:

In what order should work practices be implemented? Choose the factors (time, cost, software, etc.) that are most crucial in determining priorities. Discuss the pros and cons of each factor. Then analyze all factors so that a schedule of action can be determined. Project future performance based on the schedule of

action.Has the procedure been prepared? Break down all tasks into comprehensible

steps, with specified results. Then put the tasks in sequence. Determine which resources are needed to accomplish the tasks.

Has management approved the procedure? Clearly articulate the plan's elements (task breakdown, costs, etc.) to management.

Have individuals been empowered to manage the process? Identify the appropriate level of management for the procedure (e.g., line manager, management team, process owner). Select the employees and give them the training and authority to manage the process.

Has the implementation plan been printed and displayed? Create the complete plan in printed form. Display the plan so that tasks, responsibilities and deadlines can be clearly seen and understood.

Upon completing step 8, management has approved the specifics of the plan, appropriate individuals have been empowered to carry it out, and every individual knows what changes in his or her work procedure are expected.

Step 9-Implement plans and monitor results

This step involves executing the approved best-practice procedures and the day-to-day monitoring of changes. The correct implementation of this step will result in a closely watched process in which deviations from the plan will be corrected and the ultimate goals achieved. Incorrect implementation of this step could result in inaccurate or spotty measurement, leading to poor control of the process and disappointing overall results. Consider the following questions:

Have timeline charts been created? Make sure that the charts accurately reflect the factor to be measured over the selected period of time.

Have control charts been created? Charts must accurately measure the factor to be controlled (e.g., unit cost, quantity per hour) over the selected period of time.

Has any variance from the plan been dealt with effectively? Appropriate action needs to be taken as soon as deviations are detected. Keep lines of communication open to all affected parties, providing feedback on the process.

Has final evaluation been made of the benchmarking process? Accurately record the results, and determine whether acceptable goals have been achieved. Prepare a final report, including which elements of the incorporated changes should be rejected and which should be accepted as permanent practices within the organization.

Step 9 develops procedures to enable close monitoring of the changes and

tracking of results so that, over time, successful elements of the new practices can be retained and the less successful ones eliminated.

Step 10-Recalibrate benchmarks

This step ensures the organization remains on the cutting edge by continuously evaluating the benchmarked practices and reinstituting the benchmarking process when necessary. The correct implementation of this step prevents complacency by creating the habit of evaluating procedures for their potential for improvement. The incorrect implementation (or nonimplementation) of this step fosters the illusion that any successful benchmarked practice creates a permanent improvement, resulting in a false sense of security and possible future loss of competitive edge. Consider the following questions:

How often do the processes need to be recalibrated? The period between benchmarking studies should be realistic in terms of the nature and goals of the organization. The organization may be planning systemic changes that would make new benchmarking necessary. The level of customer satisfaction must constantly be monitored for the potential need to recalibrate. Also, management must commit fully to repeating the 10-step process when necessary.Q5 . Explain the role and importance of employees in implementing TQM in an organization, what measure organization should take to deliver a certain level ofsatisfaction to them?

Ans is no widespread agreement as to what TQM is and what actions it requires of organizations,[7][8] however a

review of the original United States Navy effort gives a rough understanding of what is involved in TQM.

The key concepts in the TQM effort undertaken by the Navy in the 1980s include:[9]

"Quality is defined by customers' requirements."

"Top management has direct responsibility for quality improvement."

"Increased quality comes from systematic analysis and improvement of work processes."

"Quality improvement is a continuous effort and conducted throughout the organization."

The Navy used the following tools and techniques:

The PDCA cycle to drive issues to resolution

Ad hoc cross-functional teams (similar to quality circles) responsible for addressing immediate process

issues

Standing cross-functional teams responsible for the improvement of processes over the long term

Active management participation through steering committees

Use of the Seven Basic Tools of Quality to analyze quality-related issues

Notable definitions

Q6 . You are working as a general manager of an organization, explain the various steps you have to take for getting your organization certified for ISO 9000:2000 or ISO 9000:2008 ?

Ans The ISO 9000 phenomenon, for that seems to be the only way to describe it, has been around since 1987. Inthe US, it started slowly, initially regarded as another one of those European things to create trade barriers.Once the truth was recognized, which happened about 1992, some major US companies started implementingthe standards, and then began reaping the rewards of implementing ISO 9001 or ISO 9002.The pace of its acceptance quickened.Today there can be few serious professionals in the quality world who do not recognize that ISO 9000-basedmanagement systems have a great deal to offer.The one real regret that I have in viewing the current scene is that there is so much division and small-minded"not invented here" thinking among the very professionals who should be seizing and using every tool they canwhich will help their organizations improve. The quality profession — if it is worthy of such a term — frequentlyshows itself to be small-minded, insecure, inefficient and out of touch with the commercial world in which we allhave to live and breathe and have our being.No wonder that back in 1971 Phil Crosby told us, "the quality profession will never be allowed to work ontomorrow until we have proved that we can help with today." In far too many companies that proof is yet to bedemonstrated.The President of the US Registrar Accreditation Board, George Lofgren, speaking for an article in Quality Progress,January 1996, said, "people like to over simplify things; they look for the silver bullet in quality. They ask what isthe one thing I need to do? One of the biggest frustrations is that there is no one thing. Quality encompasses avery broad spectrum. It is a process of which ISO 9000 is just one part."Introduction to ISO 9001:2008All graphics © 2009 The Victoria Group, Inc.This is the ultimate truth.There is no "one thing." Baldrige has its place; total quality in any one of its many guises has a role. Contraryto Dr. Deming, I would argue that management by objectives has a part to play. So does investor confidence,

environmental, health and safety policy, social awareness, customer satisfaction, employee motivation, benefitsand remuneration and all the thousand other aspects of running a business today.The art of running a quality organization is a broad spectrum, complex business where all of us should useevery tool we can lay our hands on to improve the way we operate on a daily basis. Rather as the journey of athousand miles begins with one step, so the journey to the company of tomorrow comes with a recognition thatwhat we are doing today isn't good enough — ever. ISO 9000 can help take your organization forward. If themanagement commit to its disciplines, if the employees all cooperate, if the process of creating the system isfed out into the entire company and staff are truly empowered by the activityQ7 . what do you understand by the term work system,do you think improvementof work system will eventually lead to implementation of TQM justify your answer.Ans Exactly what does quality mean in the context of advocacy, community development, health, or human service organizations or initiatives?

A quality program:

Responds as effectively as possible to the needs it was designed to meet

Is totally consistent with the mission and philosophy of the organization or group carrying it out

Is sensitive to the needs and culture of the target population Is a model of ethical behavior

But why is quality important for a grass roots organization?

Quality makes a group more effective at meeting the needs it's concerned with

Quality adds strength and credibility to your organization or initiative Ethically, you're bound to provide the absolute best quality of service

or advocacy you can Quality is always more economical in the long run Developing a "culture of quality" can have a number of positive effects

on your organization itselfo If staff members and volunteers know that they and the

organization are doing the best job possible, it builds their morale and makes them proud of themselves and the organization

o Striving for quality helps to develop organizational and individual competence, thus continually improving the organization

o A quality program continually increases its performance level and improves its service delivery, which gives your organization credibility and ultimately benefits your target audience

WHAT ARE THE BASIC PRINCIPLES OF TQM?

(Much of the following discussion is based on material contained in Introduction to Total Quality: Quality Management for Production, Processing, and Services, 2nd Edition. Full source citation can be found under Resources.)

There are some basic assumptions that underlie the idea of TQM. In this section, we'll look at how they might relate to your organization or initiative.

KEY ELEMENTS OF TOTAL QUALITY

Customer Focus:  Everything an organization does should have the needs of the customer as its starting point. In your work, the "customer" is the target population or the community that will benefit from what you are offering or doing. What are the needs to which you are responding? How can you meet those needs effectively, appropriately, and with respect for the people you're intending to serve?

Obsession with Quality:  Quality has to be something that's considered from the very beginning and built into everything a business or organization does. Planning carefully, monitoring your work, and constant reevaluation and adjustment are all extremely important. You don't ensure quality by catching mistakes before they reach the customer; you ensure it by setting up a system in which you don't make the mistakes to begin with. Everyone in the organization must understand and adopt this point of view if the organization is truly going to have quality performance.

Continual Improvement of Systems:  The work of an organization must be viewed as a process that is never finished. Any program can always be improved, and must be changed as the needs of the community or the target population change.

Unity of Purpose:  In order for quality to be achieved, everyone in an organization or business has to work together toward common goals. That means mutual support throughout the organization, not turf battles, not jealousy, not unnecessary competition. All interactions among people in the organization should be mutually helpful and aimed at achieving the best possible performance of the organization as a whole.

Teamwork:  Working in teams, rather than individually, people make better connections with their colleagues and the organization, and

create better results. Teamwork removes performance pressure from the individual and usually coaxes better performance from everyone.

Employee Involvement:   If everyone in an organization is to be committed to quality performance, then all staff members should have the ability to contribute to its achievement. That means that people must have enough control over their own jobs to do them effectively, and that everyone's opinions and ideas must be respected and taken seriously.

Education and Training:  Achieving quality requires constant learning for everyone in an organization, and that learning needs to be part of the organizational culture.

 Q8 . With one example each, explain the seven basic tools of quality management?

Ans The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified

as being most helpful in troubleshooting issues related to quality.[1] They are called basicbecause they are

suitable for people with little formal training in statistics and because they can be used to solve the vast majority

of quality-related issues.[2]

The seven tools are:[3][4][5]

Cause-and-effect diagram (also known as the "fishbone" or Ishikawa diagram)

Check sheet

Control chart

Histogram

Pareto chart

Scatter diagram

Stratification (alternately, flow chart or run chart)

The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei.[6] It was possibly

introduced by Kaoru Ishikawa who in turn was influenced by a series of lectures W. Edwards Deming had given

to Japanese engineers and scientists in 1950.[7] At that time, companies that had set about training their

workforces in statistical quality control found that the complexity of the subject intimidated the vast majority of

their workers and scaled back training to focus primarily on simpler methods which suffice for most quality-related

issues.[8]

The Seven Basic Tools stand in contrast to more advanced statistical methods such as survey

sampling, acceptance sampling, statistical hypothesis testing, design of experiments, multivariate analysis, and

various methods developed in the field of operations research

Assignment – C01.) The inspection of the project through the implementation phase is criticalto ensure that quality standards are being met. The use of vendors is most oftenrequired to obtain critical materials, components, or sub-assemblies. Todetermine a vendor’s capabilities to produce to the specifications, a “shop

survey” or audit of the vendor may be required. The areas for the audit shouldinclude .A. facilities and shop spaceB. experience and capability with similar workC. quality assurance an control proceduresD. organization and quality of work in processE. all of the aboveQ2) The quality program may include the requirement for “witnessed inspections”of critical items for the project. When a subcontractor or vendor is to conducta destructive test, the project manager must ensure the test is validated(witnessed) by a qualified member of his team. The purchase order or contractshould contain a statement that requires the subcontractor or vendor performingthe test to.A. give a 30-day notice of when the test will be conducted and to provide acertificate ofcompletion within seven days following thetestB. notify the project manager, in writing, of the date and time for witnessingthe testC. retain the residue of the item destroyed for a period of one year followingcompletion of theprojectD. have present at the test at least three independent sources (individuals) whoare qualified indestructive testing proceduresE. report the results of the testing to an independent laboratory forconfirmation and validationof the proceduresQ3). The majority of advertisers appeal the public on the basis of which of thefollowing?A. Quality of productB. Quality of staffC. Inferiority of productD. Inferiority of serviceQ4). Which of the following was developed by Motorola to improve its processesby minimizing defects?A.ISO 9000

B. Six sigmaC.QS 9000D.TQMQ5). The ‘Father’ of statistical quality control is:A. F. W. TaylorB. Joseph M. JuranC. Philip CrosbyD. Walter ShewhartQ6). The process of evaluating overall project performance on a regular basis toprovide confidence that the project will satisfy the relevant quality standardsis called:1. Quality Assurance2. Quality Control3. Quality Planning4. Quality ReviewQ7). The process of monitoring specific project results to determine if theycomply with relevant quality standards is called:A. Quality AssuranceB. Quality ControlC. Quality PlanningD. Quality ReviewQ8). The practice of ceasing mass inspections and ending awards based on priceis credited to:A. Edward DemingB. Philip CrosbyC. JuranD. ParetoQ9). Cost of quality includes:A. Cost of all work to build a product or service that conforms to therequirementsB. Training programsC. Cost of all work resulting from nonconformance to the requirementsD. a and bE. all of the aboveQ10). The concept of zero inventory is called:A. Six sigma

B. Continuous improvementC. Just in TimeD. Zero defectsQll). The zero defects conceptA. is a performance standard for managementB. is a motivational technique that promotes “doing it right the first time”C. is used by management to communicate to all employees that everyone should dothings right the first timeD. A and CE. B and CQ12). Financial compensation is the primary motivational tool for which of thefollowing management theories or programs?A. Zero Defects programB. Theory X managementC. Theory Y managementD. Quality Control CirclesE. A and CQ13). Just-in-time (JIT) is the concept of reducing inventories to:A. 25% of former stockB. Less than half of former stockC. 75% of peak stockD. zero stockE. 15% of the cost of the product for a planned stockQ14).The primary responsibility for establishing design and test specificationsshould rest withA. senior managementB. procurement or purchasingC. engineeringD. manufacturingE. quality controlQ15).The ISO 9000 series is:A. a set of instructions for preparing control chartsB. a set of guidelines for qualityC. a set of forms and procedures to ensure qualityD. an international standard that describes a recommended quality system

Q16). Which of the following models reflect horizontal processes beginning withsuppliers and ending with customers?A. Organism modelB.Mechanistic modelC.Cultural modelD.Total Quality modelQ17.) Which of the following is concerned about quality for achievement of TQM?A. The Managing DirectorB. The OperativeC. The Quality ManagerD. Everyone in the organizationQ18.) Whose concepts are referred to as statistical quality control (SQC)?A. Shewhart’sB. Deming’sC. Juran’sD. Crosby’sQ19) In which of the following operations great deal of variations can occur?A. ManufacturingB. DistributionC. PurchasingD. SellingQ20) Which of the following results in low costs?A. High productivity and high capacity utilizationB. Low productivity and low capacity utilizationC. Low productivity and high capacity utilizationD. High productivity and low capacity utilizationQ21) which of the following statements is TRUE for ISO 9000?A. Describes the principles of a quality management system and defines theterminologyB. Describes the requirements relative to a quality management system either for internal use orfor contractual or certification purposesC. Intended for internal use and not for contractual purposes, focusesparticularly on continuallyimproving performanceD. Contains the guidelines for auditing quality management and/or environmental

managementsystemsQ22) Identify the example of prevention costs.A. Quality planningB. Re-inspectionC. Product recallsD. Customer returnsQ23 ) How can the quality be computed?A. Quality = Expectation/PerformanceB. Quality = Performance/ExpectationC. Quality = Performance+ExpectationD. Quality = Performance-ExpectationQ24.) Which of the following focuses on results, not process, and encouragesshort-term behavior?A. Typical American MBO systemB. Typical Japanese MBO systemC. Typical Chinese MBO systemD. Uncommon Chinese MBO systemQ25.) Which of the following is viewed as a Consistent Pair?A. ISO 9000 and ISO 9004B. ISO 1987 and ISO 1992C. ISO 1992 and ISO 1997D. ISO 9001 and ISO 9004Q26.) How many maturity levels are there in the Capability Maturity Model?A. FourB. FiveC. SixD. SevenQ27.) Which of the following is a unit for measuring process performanceaccording to traditional view of quality?A. Effective parts per thousand producedB. Defective parts per thousand producedC. Effective parts per hundred producedD. Defective parts per hundred producedQ28.)What are the ISO (International Organization for Standardization) seriesstandards for industries such as automobiles?

A. ISO 9000B. ISO 14000C. QS 9000D. AS 9000Q29.) What is the objective of a TQM system?A. Continuous improvementB. Continual improvementC. Business improvementD. Process improvementQ30.) Under which perspective of the balance scorecard, would you classify theoperating cost management measurement?A. The customer perspectiveB. The business process perspectiveC. The financial perspectiveD. The learning & growth perspectiveQ31.) Which of the following is the purpose of ISO 9001?A. To define the minimum Quality Management System requirements needed toachieve customer satisfaction by meeting specified product requirementsB. To determine metals and metalloids in airborne particulate matter byinductively coupled plasma atomic emission spectrometryC. To ensure that the IT service management processes are aligned both with theneeds of the business and with international best practiceD. To evaluate ultimate aerobic biodegradability of organic compounds in aqueousmedium by determination of oxygen demand in a closed respirometerQ32.) Quality is one part of the three major parameters of a project. When thequality in a project exceeds the specifications that is called.A. excellenceB. superior qualityC. deviation plus qualityD. gold platingE. silver platingQ33.) Zero Defects is an element of the quality management philosophy that is afor all workers to be achieved .A. slogan; whenever possibleB. slogan; most of the time

C. standard; at all timesD. standard; whenever possibleE. standard; during critical operationsQ34.) Self-inspection by the individual performing the work is used to achievequality in a product. The advantages of self-inspection include .A. immediate feedback to permit adjustments to the processB. early identification of errors prior to further integrationC. minimization of end product repairs and material wasteD. reduction in the number of end product inspections and testsE. all of the aboveQ35.Poor quality in a design project is likely to directly affect costs.A. manufacturing / buildingB. advertisingC. overheadD. post-completion supportE. A and DQ36.The of a product or service mostly affects its reliability and maintenancecharacteristics.A. designB. conceptC. fabricationD. performanceE. costQ37. You are sampling items from a batch and plotting the results on a controlchart. How will an increase in the number of items sample affect the value ofthe standard deviation used to set the control limit?A. increase itB. decrease itC. no effect on itD. first increase it, then decrease itE. first decrease it, then increase itQ38. Financial compensation is the primary motivational tool for which of thefollowing management theories or programs?A. Zero Defects programB. Theory X managementC. Theory Y management

D. Quality Control CirclesE. A and CQ39. 80% of the problems are found in 20% of the work is a concept of:A. Edward DemingB. Philip CrosbyC. JuranD. ParetoQ40. The concept of making a giant leap forward followed by a period of maturityis:A. InnovationB. Continuous improvementC. Just in timeD. Paradigm