tqm nov dec 2012

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B.E/B.Tech. DEGREE EXAMINATION

GE2022 - TOTAL QUALITY MANAGEMENT

PART- A

1. List out the six basic concepts of Total Quality Management.

2. What are the four absolutes of quality observed by rosby.

!. "tate the importance of customer retention.

#. What is $ai%en&

'. What are the benefits of benchmar(ing&

). *escribe the evolution of six sigma in Motorola company.

+. What is Taguchi,s quality loss function&

-. *ra the general structure of /ouse of Quality.

0. List out the global benefits of adopting " 0333 quality system.

13. *ifferentiate beteen " 0333 and Q" 0333.

PART B

11. a4 i4 5laborate the *eming,s philosophy over the quality and productivityimprovement.

ii4 *escribe the barriers in the implementation of TQM.

6or4

11. b4 onsider any one service organisation of your choice and explain the various

dimensions of quality of service.

12. a4 i4 5xplain the 7*8 improvement cycle in detail

ii4 9rief an employee empoerment.

6or4

12. b4 What is a team and explain the functions and characteristics of a successful team.

1!. a4 *iscuss the ne + tools in detail ith their typical application.

6or4

1!. b4 *iscuss the reasons for benchmar(ing and state the advantages and limitations.

1#. a4 i4 What are the goals of T7M and explain the six losses in T7M&

ii4 5xplain the components of Quality osts.

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1. List ot the si! "#sic co$ce%ts o& Tot#' Q#'it( M#$#)e*e$t.

1. Top management commitment

2. ;ocus on the customer

!. 5ffective employee involvement

#. ontinuous improvement'. Treating suppliers as partners

). 5stablishing performance measures.

2. +h#t #,e the &o, #"so'tes o& #'it( o"se,e "( ,os"(.

i,st #"so'te

The definition of quality is conformance to requirements< not goodness.

3eco$ #"so'te

The system of causing quality is preventive< not appraisal.Thi, #"so'te

The performance standard must be %ero defects< not =that,s close enough=.

o,th #"so'te

The measurement of quality is the price of non>conformance< not indexes.

4. 3t#te the i*%o,t#$ce o& csto*e, ,ete$tio$.

9ecause of the folloing findings< customer retention is more important:

• ver )3? of an organisation,s future revenue ill come from existing customers.

• 8 2? increase in customer retention has an equivalent impact upon profitability as a

13? reduction in operating costs.

• 01? of the unhappy customers ill never purchase goods and services from you

again.

• t costs ' times as much to attract a ne customer as it costs to (eep an old one.

5. +h#t is 6#i7e$8

$ai%en is a @apanese ord hich means continuous improvement or improvement

over improvement. t is the process of continuous improvements in small increments thatma(e the process more efficient< effective< controllable and adequate.

9. +h#t #,e the "e$e&its o& "e$ch*#,:i$)8

reating a culture that values continuous improvement to achieve excellence.

"haring the best practices beteen benchmar(ing partners.

7rioriti%ing the areas that need improvement.

5nhancing creativity by devaluing the not>invented>here syndrome.

;. Desc,i"e the eo'tio$ o& si! si)*# i$ Moto,o'# co*%#$(.

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• t as started by Motorola in 10-+< in its manufacturing division< then Aeneral

5lectric 6A54 embraced it in 100' for its products 677M4.

• t is a systematic method for process and product improvement and for measuring

performance variation. t allos only !.# defects per million opportunities.

<. +h#t is T#)chi=s #'it( 'oss &$ctio$8

The essence of Taguchi,s quality loss function 6QL;4 concept is that henever a

product deviates from its target performance< it generates a loss to society. This loss is

minimal hen performance is right on target< but it gros gradually as one deviates from the

target.

>. D,#? the )e$e,#' st,ct,e o& @ose o& Q#'it(.

. List ot the )'o"#' "e$e&its o& #o%ti$) I3O 000 #'it( s(ste*.

• " 0333 quality system provides an opportunity to increase value to the activities of

the organisation.

• t improves the performance of the processesB activities continually.

• t ensures the satisfaction of the customers.

• t enables better management control.

10. Di&&e,e$ti#te "et?ee$ I3O 000 #$ Q3 000.

• The Q" 0333 is a set of quality system requirements to help automotive suppliers to

ensure that they are meetingB exceeding customer requirements.

• The Q" 0333 standards are very specific to automotive industries< hereas " 0333

series of standards can be applied to any organisation both manufacturing and serviceindustries.

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PART- B

11. # i E'#"o,#te the De*i$)=s %hi'oso%h( oe, the #'it( #$ %,octiit(

i*%,oe*e$t.

The concept of quality started in @apan hen the country began to rebuild after World

War . 8midst the bomb rubble< @apan embraced the ideas of W. 5dards *eming< an

8merican hose methods and theories are credited for @apan,s postar recovery. ronically

enough< *eming,s ideas ere initially scoffed at in the C.". 8s a result< TQM too( root in

@apan !3 years earlier than in the Cnited "tates. 8merican companies too( interest in

*eming,s ideas only hen they began having trouble competing ith the @apanese in the

10-3s.

*eming,s management system as philosophical< based on continuous improvement

toard the perfect ideal. /e believed that a commitment to quality requires transforming the

entire organi%ation. /is philosophy is based on a system (non as the ;ourteen 7oints. These

points express the actions an organi%ation must ta(e in order to achieve TQM:

• ,e#te co$st#$c( o& %,%ose &o, i*%,oe*e$t o& %,oct #$ se,ice.

*r. *eming suggests a radical ne definition of a company,s role: 8 better ay to

ma(e money is to stay in business and provide Dobs through innovation< research< constant

improvement< and maintenance.

• Ao%t # $e? %hi'oso%h(.

;or the ne economic age< companies need to change into Elearning organi%ations.F

;urthermore< e need a ne belief in hich mista(es and negativism are unacceptable.

• e#se e%e$e$ce o$ *#ss i$s%ectio$.

5liminate the need for mass inspection by building quality into the product.

• E$ #?#,i$) "si$ess o$ %,ice.

nstead< aim at minimum total cost< and move toards single suppliers.

• I*%,oe the s(ste* o& %,octio$ #$ se,ice co$st#$t'(.

mprovement is not a one>time effort. Management is obligated to continually loo(

for ays to reduce aste and improve quality.

• I$stitte t,#i$i$).

Too often< or(ers learn their Dobs from other or(ers ho have never been trained

properly.

• I$stitte 'e#e,shi%.

Leading consists of helping people to do a better Dob and to learn by obDective

methods.

• D,ie ot &e#,.

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12. # i E!%'#i$ the PDA i*%,oe*e$t c(c'e i$ et#i'

PDA (c'e PLAN DO

@E6 AT

T h e 7 * 8 6 o r 7 * " 8 4 y c l e as originally conceived by Walter "hehart in 10!3,s<and later adopted by W. 5dards *eming. The model provides a frameor( for the improvement of a process or system.

t can be used to guide the entire improvement proDect t can be used to develop specific proDects once target improvement areas have

been identified.

P'#$ > a change or a test< aimed at improvement.

n this phase< analy%e hat you intend to improve< loo(ing for areas that hold

opportunities for change. The first step is to choose areas that offer the most return for the effort you put in>the biggest

bang for your buc(. To identify these areas for change consider using a ; lo c har t or 7ar eto c har t

D o > arry out the change or test 6preferably on a small scale4.

mplement the change you decided on in the plan phase. *ocument the procedure and observation

Cse tools to collect information

h e c : o, 3 t y > the results. What as learned& What ent rong& This is a crucial step in the 7*8 cycle. 8fter you have implemented the changefor a short time< you must determine ho ell it is or(ing. s it really leading to improvement in the ay you had hoped& ou must

decide on several measures ith hich you can monitor the level ofimprovement.

R$ h#,ts can be helpful ith this measurement.

What were the results?

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A c t > 8dopt the change< abandon it< or run the cycle again. 8fter planning a change< implementing and then monitoring it< you must decidehether it is

orth continuing that particular change.

f it consumed too much of your time< as difficult to adhere to< or even led tono improvement< you may consider aborting the change and planning a ne one. /oever< if the change led to a desirable improvement or outcome< you may

consider expanding the trial to a different area< or slightly increasing yourcomplexity.

This sends you bac( into the 7lan phase and can be the beginning of the amp ofmprovement.

ii B,ie& #$ e*%'o(ee e*%o?e,*e$t.

5M7L55 5M7W5M5NT

t is an environment in hich people have the ability< the confidence and the

commitment to ta(e his responsibility and onership to improve the process and initiate the

necessary steps to satisfy customer requirements ithin ell>defined boundaries in order to

achieve organi%ational values and goals.@ob 5nrichment: s expanding content of the @ob.

@ob 5mpoerment: s expanding the context of the Dob.

A5N58L 7N7L5" /88T5"T" ; 5M7W5NA 5M7L55"

1. Tell people hat their responsibilities are.

2. Aiven the authority equal to the responsibility assigned to them.!. "et standards of excellence.

#. Aive them (noledge information and feedbac(.'. Trust them and treat them ith dignity and respect.

< <N*TN" T 58T5 T/5 5M7W55* 5NKNM5NT

1. 5veryone should understand the need to change

2. The system need to change to ne paradigm.!. The organi%ation must provide information< education< and s(ill to its employees.

" +h#t is # te#* #$ e!%'#i$ the &$ctio$s #$ ch#,#cte,istics o& # sccess&' te#*.

8 team can be defined as a group of people or(ing together to achieve commonobDectives or goals

Team or( is the cumulative actions of the team during hich each member of the

team subordinates his individual interest and opinions for the fulfilling of obDectives of the

group.

T75" ; T58M"

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• 7rocess improvement team: nvolved in improvement of sub processes or

processes. Csually has )>13 members. *isbanded hen the obDective is reached.

May include the local supplied and customer depending on the location

• ross functional teams: )>13 members temporary team. Members are Top

management level from various functional areas of management. *iscuss complex problems and brea( don into smaller parts to refer it to various departmental teams

for further solution.

• Natural or( teams: Not voluntary and the total or( unit is part of the team.

Manager also a part of the team and the management selects the proDects to be

improved. Managers must also ensure that the entire team is comfortable ith each

other.

• "elf directed B self managed or( team: 5xtension of natural or( teams but here the

group of individuals is empoered not only to do or( but manage it. No manger ill present but a coordinator 6Which ill be normally rotated among members4 ill

be appointed. 8dditional responsibilities of the team hiringB dismissal< performance

evaluation< customer relations< supplier relations< recognitionBreards and training.

/88T5"T" ; "C5"";CL T58M"

1. "ponsor: n order to have effective liaison ith quality council< there should be sponsor.The sponsor is a person from the quality council< he is to provide support to theorgani%ation

2. Team harter: 8 team charter is a document that defines the teamOs mission boundaries<the bac(ground of the problem< the teamOs authority and duties and resources. t alsoidentifies the members and their assigned roles P leader< recorder< time (eeper and

facilitator.!. Team omposition: Not exceeding 13 members except natural or( team and self

managed teams.#. Training: The team members should be trained in the problem solving techniques team

dynamics and communication s(ills'. Around ules: The team should have separate rules of operation and conduct. Around

rules should be discussed ith the members< henever needed it should be revieed andrevised

). lear obDectives< 8ccountability : 7eriodic status report should be submitted to qualitycouncil for revie

+. Well defined decision procedure< esources: 8dequate information should be provided

-. Trust by the management< 5ffective problems solving: Not by hunches or quic( fires0. pen communication< 8ppropriate Leadership< 9alanced participation and

ohesiveness

T58M M5M95 L5

Leader< ;acilitator 6ne ho helps the team gets started in the stages4< ecorder<

Time (eeper and Team member.

*5"N M8$NA M5T/*"

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Non decision< Cnilateral decision< /andclasp decision 6To members ith a good

idea of the subDect decide4< Minority>rule decision< MaDority rule decision< onsensus

6Not everyone need to accept< 9ut everyone should be illing to implement4

5L5M5NT" ; 5;;5TK5 T58M W$

egular scheduling ith a fixed time limit< purpose< role and responsibilities<

activities< decision< results and recognition.

T58M M8N8A5M5NT W/55L

To ma(e a lean more effective a team management heel has been evolved. The

activities are advising< innovating< promoting< developing< organi%ation< producing<

inspecting< maintaining and lin(ing. The roles of heel are advisor< explore< organi%er

and controller.

"T8A5" ; T58M *5K5L7M5NT

• ;orming stage> nitial stage ith only group of individuals and no team or(.

Team purpose< roles are created.

• "torming "tage >nitial agreement roles are challenged. /ostilities< emerge hich

may be resolved

• Norming "tage>;ormal informal relations get established.

• 7erforming "tage >Team operates in a successful manner ith trust< openness<

healthy conflict and decisiveness among the members.• Maintenance stage P ;unctioning should not deteriorate ith time Q

• 5valuating "tage P 5valuating team performance

14. # Discss the $e? < too's i$ et#i' ?ith thei, t(%ic#' #%%'ic#tio$.

n 10+)< the Cnion of @apanese "cientists and 5ngineers 6@C"54 sa the

need for tools to promote innovation< communicate information and successfully plan

maDor proDects. 8 team researched and developed the seven ne quality control tools<

often called the seven management and planning 6M74 tools< or simply the sevenmanagement tools. Not all the tools ere ne< but their collection and promotion

ere.

The seven M7 tools< listed in an order that moves from abstract

analysis to detailed planning< are:

1. 8ffinity diagram: organi%es a large number of ideas into their natural

relationships.

2. elations diagram: shos cause>and>effect relationships and helps you analy%e

the natural lin(s beteen different aspects of a complex situation.

http://www.asq.org/learn-about-quality/idea-creation-tools/overview/affinity.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/relations-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/relations-diagram.html

http://www.asq.org/learn-about-quality/idea-creation-tools/overview/affinity.html

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!. Tree diagram: brea(s don broad categories into finer and finer levels of

detail< helping you move your thin(ing step by step from generalities to

specifics.

#. Matrix diagram: shos the relationship beteen to< three or four groups of

information and can give information about the relationship< such as its strength<the roles played by various individuals< or measurements

'. Matrix data analysis: a complex mathematical technique for analy%ing matrices<

often replaced in this list by the similar prioriti%ation matrix. ne of the

most rigorous< careful and time> consuming of decision>ma(ing tools< a

prioriti%ation matrix is an L>shaped matrix that uses pairise comparisons of a

list of options to a set of criteria in order to choose the best option6s4.

). 8rro diagram: shos the required order of tas(s in a proDect or process< the

best schedule for the entire proDect< and potential scheduling and resource

problems and their solutions.

+. 7rocess decision program chart 67*74: systematically identifies hat might go

rong in a plan under development.

" Discss the ,e#so$s &o, "e$ch*#,:i$) #$ st#te the ##$t#)es #$ 'i*it#tio$s.

95N/M8$NA

• 7rocess of determining ho is the very best< ho sets the standard and hat the

standard is.

• t is a systematic method by hich organi%ations can measure themselves against the

best industry practices.

• t is finding the secrets of any given function or process so that a company can learn

from the information and improve on it.

• t helps the company close the gap ith the best>in>class performer ithout having to

reinvent the heel.

• EThe process of identifying< understanding and adapting outstanding practices and

processes from organi%ations anyhere in the orld to an organi%ation to improve its

performanceF. P 87Q 68merican 7roductivity and Quality entre4.

• EThe continuous process of measuring products< services and practices against the

toughest competitors or those companies recogni%ed as industry leadersF. >*avid

$earns.

• EThe systematic comparison of elements of performance of an organi%ation against

those of other organi%ations< usually ith the aim of mutual improvementF. PThore.

easons to 9enchmar(ing: 6bDectives4

• 8ims at a goal setting process to facilitate comparison ith the best.

•8ims at motivating and stimulating company employees toards the goal of continuous quality improvement.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/matrix-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/matrix-diagram.html#L

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/process-decision-program-chart.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/matrix-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/matrix-diagram.html#L

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/process-decision-program-chart.html

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• 8ims at external orientation of the company.

• 8ims at identifying a technological brea(>through.

• 8ims at searching for industry best practices.

8dvantages of benchmar(ing:• 9enchmar(ing is a poerful management tool because it overcomes

= p ara d igm b li ndn e s s.=

• 9enchmar(ing opens organi%ations to ne methods< ideas and tools to improve

their effectiveness. t helps crac( through resistance to change by demonstrating

other methods.• 8llos employees to visualise the improvement hich can be a strong

motivator for change

• /elps to identify ea( areas and indicates hat needs to

be done to improve.

Limitations:

• t is based on learning from others rather than developing ne and improved

approaches.

• f all industries employ the benchmar(ing approach< it ill lead to stagnation of ideas<

strategies< best industry practices< etc.

• t should not be a substitute for innovation. t must be a mere improvement tool.

15. # i +h#t #,e the )o#'s o& TPM #$ e!%'#i$ the si! 'osses i$ TPM8

• t is the systematic execution of maintenance by all employees through small group

activities.

• TT8L> 8ll encompassing maintenance and production individuals or(ing together.

• 7*CTK5> 7roduction of goods and services that meet or exceed customers,

expectations.

• M8NT5N8N5> $eeping equipment and plant in as good as or better than the original

conditions at all times.

• t is (eeping the current plant and equipment at its highest productive level through

cooperation of all areas of organisation.

• *ual goals of T7M:

ero brea(don.

ero defects.

• mproves equipment efficiency rates and reduces cost.

• Minimises inventory costs associated ith spare parts.

• t is concerned ith the fundamental rethin( of business processes to achieve

improvements in cost< quality< speed< etc.

bDectives of T7M:

The ' goals of T7M are:

http://en.wikipedia.org/w/index.php?title=Paradigm_blindness&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Paradigm_blindness&action=edit&redlink=1

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• To improve equipment effectiveness.

• To achieve autonomous maintenance.

• To plan maintenance.

• To train all staff in relevant maintenance s(ills.

•

To achieve early equipment management.

The "ix 9ig Losses:

9rea(don Long interruptions< expensive repairs

"etup and changeover Ta(ing much longer than needed

dling J minor stoppage /ard to quantify< add up to big losses

educed speed 5quipment cycle times have gradually

deteriorated

*efects J reor( Quality losses and unhappy customers"tart up losses Too long to get to steady state after a change

ii E!%'#i$ the co*%o$e$ts o& Q#'it( osts.

"T ; QC8LT:

• osts incurred by an organisation to ensure that the productsBservices it provides

conform to the customers.

• The sum of money spent on ensuring that the customer requirements are met and also

the costs asted through failing to achieve the desired level of quality.• 8lso (non as ,cost of poor quality, or ,poor>quality cost,.

• t is the cost of not meeting the customer requirements. i.e.< cost of doing things

rong.

• osts associated ith the non>achievement of productBservice quality as defined by

the requirements established by the organisation and its contracts ith the customers

and society. t is the cost of poor productsBservices.

Types of Quality ost:

8"Q> 8merican "ociety for Quality ontrol> divides Quality osts into #categories.

Quality osts

7rice of onformance 674 7rice of Non>conformance 67N4

;ailure costs

7revention costs 8ppraisal costs nternal 5xternal

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TYPE3 MEANING

7revention costs osts incurred to prevent the occurrence of non>

conformances in the future.

8ppraisal costs osts incurred in measuring and controlling current

production to assure conformance to requirements.

nternal failure costs osts generated before a product is shipped as a result

of non>conformance to requirements.

5xternal failure costs osts generated after a product is shipped as a result of

non>conformance to requirements.

7revention osts:

• osts that occur hen a company is performing activities designed to prevent quality

problems from arising in productsBservices.

• These are the costs of all such activities underta(en to prevent defects in design<

development< purchase< labour and other aspects of the productsBservices.

• t loers other costs 6 failure costs and appraisal costs4.

• 7revention is achieved by examining previous failure data and developing action

plans for incorporating into the basic system so that the same failureB defects do not

occur again.

• t relates to the efforts to prevent failure.

• 7revention costs includes:

ost of quality planning

ost of documenting

7rocess control cost

ost of training osts associated ith preventing recurring defects

osts of investigation< analysis and correction of causes of defects by Quality

control and engineering departments.

ost of Quality aareness program.

8ppraisal osts:

• These are associated ith measuring< evaluating or auditing productsBservices to

ensure that they conform to specifications or requirements.

•

These are the costs incurred hile conducting inspection< tests and several other planned evaluations ith the purpose of determining hether the productBservice

confirms to its stated requirements.

• osts of maintaining the inspection and test equipment is a part of appraisal costs.

• t relates to testing< execution and examination to assess hether specified quality is

being maintained.

• 8ppraisal cost includes:

ost of receiving test and inspection.

ost of laboratory acceptance testing.

ost of installation testing.

ost of installation and commissioning. ost of maintenance and caliberation and testing of inspecting equipments.

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• t involves the company,s image.

• t can be eliminated by eliminating the external failures.

• t includes:

ustomer dissatisfaction cost.

7otential lost sales.

Loss of company image.

Loss of customer goodill.

ustomer time loss.

ffsetting customer dissatisfaction.

Total Quality osts:

• These are the total of costs incurred by:

nvesting in prevention of non>conformance to requirements.

8ppraising a productB service for conformance to requirements.

;ailing to meet requirements.

• Total Quality ostR 7 S 7N.

• eduction in quality costs are improvements in productivity and capacity.

• Total Quality Loss R 8ctual cost of the productB service after using all the quality

improvement measures > What the reduced cost ould be if there ere no possibility

of sub>standard service< failure of product or device in their manufacture.

" +,ite $otes o$

i QD

QUALITY UNTION DEPLOYMENT FQD

• Q;*> latest approach to product design.

• True meaning> customer driven product development.

• ustomers> expect their needs to be satisfied even if they are not perfectly defined.

ustomer expects:

o equired functions to be present.

o ptional functions at an added cost.

o Ne features.

• Q;*> systematic and organi%ed approach of ta(ing customer needs and demands>

hile designing ne products and services.

• 8lso (non as =ustomer *riven 5ngineering=> since it focuses on ,voice of the

customer,.

• 8 system for translating consumer requirements into appropriate requirements at

every stage< from research through product design and development< to manufacture<

distribution< installation and mar(eting< sales and services.

• 8 technique of understanding customer requirements and then translating them into<

o 8 set of design and process requirements

o nternal product specification.

O"ecties

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• To identify the true voice of the customer and to use this (noledge to develop

products hich satisfy customers.

• To help in the organisation and analysis of all pertinent information associated ith

the proDect.

Be$e&its o& QD

educe product development cycle time< '3? reduction in development time and

#3? reduction in development time for ne models.

• 9etter understanding of customer priorities.

• mprove customer satisfaction and meets the customer needs better than the

competitors.

• educes the time to mar(et by 1B! to 1B2 as compared to traditional methods.

• ncrease competitiveness.

• 5fficient multi>functional team or( and helps in building product design teams.

• mprove hori%ontal communication beteen departments.

• Well organi%ed documentation of development process.

• 7rovide strategic advantage in the competitive mar(et.

• 5xposes problems in the very early stage of the design process.

• "ignificant reduction in late engineering changes.

• ncreased mar(et share.

• Quality is designed into product and not inspected into it.

• mproved understanding and analysis of competitive products.

QD Methoo'o)(

onstructing the /ouse of Quality> + steps.

1. List ustomer equirements: 6W/8Ts4

• *efine customer and establish full identification of customer ants and disli(es.

• Measure priorities of these ants and disli(es> using eighing scores.

• "ummarise ants into a small number of primary ants< supported by secondary and

tertiary ants.

2. List Technical *escriptors: 6/Ws4

• Translate identified customer needs> corresponding ,hos, or design characteristics.

• 5xpress them in terms of quantifiable technical parameter or product specification.

!. *evelop a elationship Matrix beteen W/8Ts and /Ws:

• nvestigate the relationship beteen customer,s expectations 6hats4 and technical

descriptors 6hos4.

• f relationship exists> categorise it as strong< medium or ea(.

#. *evelop an interrelationship matrix beteen /Ws:

• dentify any interrelationship beteen technical descriptors.

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• elationships> mar(ed in correlation matrix by either positive or negative.

7ositive correlation> strong relationship.

Negative correlation> ea( relationship.

'. ompetitive 8ssessments:

• ompare the performance of the product ith that of the competitive product.

• 5valuate the product and note strong and ea( points of the product against its

competitive product.

• ompetitive assessment table> includes 2 categories:

ustomer assessment.

Technical assessment.

). *evelop prioriti%ed customer requirements:

• *evelop prioriti%ed customer requirements corresponding to each customer

requirement in /ouse of Quality> on right side of customer competitive assessment.• ncludes columns for:

mportance to customers<

Target value<

"cale>up factor<

"ales point<

8n absolute eight.

+. *evelop prioriti%ed technical descriptors:

• *evelop prioriti%ed technical descriptors corresponding to each technical descriptor in

/ouse of Quality> belo technical competitive assessment.

• ncludes:

*egree of technical difficulty<

Target value<

8bsolute and relative eights.

8t the end> completed matrix> much information about hich customer requirements are

most important< ho they relate to proposed ne product features and ho competitive

products compare ith respect to input and output requirements.

Q;* 7rocess:

• ;our phases of product development:

7roduct planning<

7art development<

7rocess planning<

7roduction planning.

• /ouse of Quality matrix> focuses on product definition< so it guides all steps of

product development.

• verall success of product> depends on good product definition> using /ouse of

Quality.

• /ouse of Quality> mar(s the completion of 7hase> 1 of Q;*.

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7hase 1> 7roduct 7lanning:

1. List customer requirements. 6W/8Ts4

2. List technical descriptors 6/Ws4

!. *evelop a elationship Matrix beteen W/8Ts and /Ws.

#. *evelop an interrelationship matrix beteen /Ws.'. *o ompetitive 8ssessments.

). *evelop prioriti%ed customer requirements.

+. *evelop prioriti%ed technical descriptors.

7hase 2> 7art *evelopment:

-. *eploy Q;* process don to sub>components level both in terms of requirements and

characteristics.

0. *eploy the omponent *eployment hart. elate the critical sub>component control

characteristics.

7hase !> 7rocess 7lanning:

13. *evelop the relationship beteen critical characteristics and process used to create

the characteristics.

11. *evelop the control plan relating critical control to critical process.

7hase #> 7roduction 7lanning:

12. Tabulate operating instructions from process requirements.

1!. *evelop prototype and do testing.

1#. Launch the final product to the mar(et.

ii Q#'it( i,c'es

QC8LT L5" 6Q4

• 8lso (non as Quality ontrol ircle 6Q4.

• t is a small< voluntary group of employees and their supervisor6s4< comprising a team

of ) to 13 members from ithin same or( area or doing similar or(s< that meet

regularly to solve problems relating to their Dob scope or or( place.

• t is a participative management system in hich or(ers ma(e suggestions andimprovements for the betterment of the company.

ther names of Q:

• "mall groups<

• 8ction circles<

• 5xcellence circles<

• /uman resource circles<

• 7roductivity circles.

/istory of Q:

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• ;irst established in @apan in 10)2 by 7rof. $aoru shi(aa.

• Movement> coordinated by the @apanese Cnion of "cientists and 5ngineers 6@C"54.

• ndia> by Quality ircle ;orum of ndia 6Q;4.

oncept of Q:

• Q respects human dignity and motivates employees at gross levels to use their brain

poer along ith their physical effort.

• Q concept has ! maDor attributes:

o Q is a form of participation management.

o Q is a human resource development technique.

o Q is a problem solving technique.

bDectives of Q:

• To promote Dob involvement.

• To create problem solving capability.

• To improve communication.

• To promote leadership qualities.

• To promote personal development.

• To develop a greater aareness for cleanliness.

• To develop greater aareness for safety.

• To improve morale through closer identity of employee obDectives ith organi%ation,s

obDectives.

• To reduce errors.

• To enhance quality.

• To inspire more effective team or(.

• To build an attitude of problem prevention.

• To promote cost reduction.

• To develop harmonious manager< supervisor and or(er relationship.

• To improve productivity.

• To reduce dontime of machines and equipments.

• To increase employee motivation.

haracteristics of Q:

• The optimum number of employees in Q is beteen ) to 13.

• The Q should have a homogenous group.

• The participation of Q members should be voluntary.

• The members of Q should meet regularly once in a ee( for an hour.

• The members of Q should themselves identify the problems through various

techniques li(e brainstorming< cause>effect diagram< pareto analysis< histogram< etc.

• Q address ! types of problems:

o Those concerned ith personal ell>being of the or(er. 6or(ing conditions<

safety< or( relations< etc4

o Those concerned ith the ell>being of the company. 6quality and

productivity related problems4

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• The members of Q should be trained in statistical and other problem solving tools so

that they can identify< analy%e and resolve or( related problems.

• Training and quality control activities must be carried out on company time.

• ;inal recommendations of Q must be acceptable before they are made effective.

"tructure of Q:

• 8 Q has an appropriate organi%ational structure for its effective and efficient

performance.

• Karies from industry to industry< organi%ation to organi%ation.

• "tructure of Q consists of folloing elements:

o Top management

o oordinator

o "teering committee

o ;acilitator

o Leader o Members

o Non>members.

Top management:

• nfluences the successful implementation of the concept.

• t should extend its support and ma(e it visible so that even or(ers in the loest

level (no hat top management is doing for them.

• t should be lenient enough to financially support quality circle prpoDects.

oordinator:

• 8 senior manager acts as a coordinator.

• /e arranges steering committee meetings and is responsible for proper documentation

of various activities.

• /e organi%es training programs henever needed.

• /e is responsible for conducting seminars< presentations and case studies and

publishing periodicals to ascertain that the or( of the Q is recogni%ed.

"teering committee:

•t is a group of members or(ing under 5 ith functional heads.

• t is responsible for proper implementation of the Q in their respective areas.

• The 5 revies the report of the members, activities and ma(es suggestions.

;acilitators:

• 8 senior person in a specific area act as facilitator.

• /e bears the responsibility to cataly%e and motivate the quality circles.

• /e acts as a guide for effective operation of quality circles.

LeaderB *eputy leader:

• The members of Q choose a leader.

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• 8s the leader shapes the circle,s effectiveness< training him is vital.

• /e should have the ability to motivate the members of the team< conduct meetings

and coordinate efforts apart from involving all the members in the quality philosophy.

• /e should strive to avert conflicts and ensure quality>oriented teamor(.

Members:

• They should Doin the team ith their on interest.

• They need to have an understanding of the functioning of Qs.

• They should encourage other employees to participate in the movement< %ealously

involve themselves in the quality improvement programs< implement solutions and

give presentations effectively.

Non>members:

• They support the circle members externally.

• f they reali%e the benefits of forming circles< they ill illingly participate in theactivities.

• /ence< they are often considered prospective members.

oles and esponsibilities of Q 5lements:

1. oles of Q members:

• 8ttend all possible meetings.

• ffer vies< opinions and ideas freely and voluntarily in problem solving.

• 7articipate actively in the group process.

• ontribute to find solutions to problems.

• ontribute to implementing solutions.

• 8ttend training seriously ith a respective attitude.

• 8ssist leaderB deputy leader in circle activities.

2. oles of Q leader:

• onducts meetings regularly.

• Moderates in meeting.

• nvolves all the members.

•$eeps the cohesiveness of the group.

• Ma(es the necessary facilities for enabling Q to perform ithout constraints.

• Ta(es the team toards the goal.

• Ta(es care of:

o Tas( behaviour of the group

o Team maintenance

o *isruptive or negative behaviour to the management.

• 7resents solutionsB suggestions to the management.

• $eeps the circles informed on the status of previously submitted suggestions.

• Trains the members in various problem solving techniques.

!. oles of facilitator:

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• oordinates the or( of several Qs through leaders.

• "erves as the resource for the circle.

• Wor(s closely ith steering committee.

• Trains members by assisting leaders henever required.

•

8rranges management presentations of his circles.• oordinates and monitors all activities.

• Maintains circle records.

• 5valuates circle activities.

• 5ncourages< pats and functions as a cheer leader.

• 7ublici%es the circle activities.

#. oles of "teering committee:

• Meets regularly once in 2 or ! months.

• Ta(es an overvie of the operation of Qs in the organi%ation as a hole.

• Ta(es important decisions at the organi%ation level.

• Aives guidelines and directions.

• 7rovides resources> space< time< training facilities< finance 6if required4.

• 8ttends management presentations and get>togethers.

• evies periodically the progress.

• 5nsures adequate training opportunities to the facilitator6s4< leaders and members.

• ecogni%es the contributions of facilitator6s4< leaders and members.

'. oles of oordinator:

• egisters the circle.• nteracts ith all.

• onvenes steering committee meetings.

• Maintains records< organi%es systematic documentation.

• 8rranges management presentation.

• rgani%es various training programs< including exposure program.

• 8rranges presentation of case studies in sister units.

• 7ublishes periodicals.

• rgani%es ) monthly< annual conventions< develop facilities for the programs.

• 8rranges periodical survey.

• /elps in deputing people for seminar< convention< outside convention< presentation<

etc.

• 7repares a budget for the functioning of Q.

• /elps in solving problems encountered in the implementation of Q.

;ormation and peration of Q:

• 8ppointment of a steering committee< facilitator and Q team leaders.

• ;ormation of Qs by nominationB voluntary enrolment of Q members.

• Training of all Q members.

• 7roblem data ban( and identification of problems for Q or(.• Q problem resolution by Qs through standardi%ed techniques.

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• 7resentation of Q solutions to management.

• 5valuation of aardB recognition.

ode of onduct for Qs:

•8ttend all meetings and be on time.

• Listen to and sho respect for the vies of other members.

• Ma(e others feel a part of the group.

• ritici%e ideas< not persons.

• /elp other members to participate more fully.

• 9e open to and encourage the ideas of others.

• 5very member is responsible for the team,s progress.

• Maintain a friendly attitude.

• "trive for enthusiasm.

• The only stupid question is the one that is not as(ed.

• Loo( for merit in the ideas of others.

• 7ay attention and avoid disruptive behaviour.

• 8void actions that delay progress.

• arry out assignments on schedule.

• Aive credit to those hom it is due.

• Than( those ho give assistance.

• *o not suppress ideas< do express.

• bDectives and causes first< solutions next.

• Aive credit to those hom it is due.

•Aive praise and honest appreciation hen due.

• deas generated by the group should not be used as individual suggestions to

suggestion scheme.

7rocess of Q operation:

i. P,o"'e* ie$ti&ic#tio$: dentify a number of problems.

ii. P,o"'e* se'ectio$: *ecide the priority and select the problem to be ta(en up first.

iii. P,o"'e* #$#'(sis: 7roblem is clarified and analysed by basic problem to be ta(en up

first.

iv. Ge$e,#te #'te,$#tie so'tio$s: dentify and evaluate causes and generate number of

possible alternative solutionsv. 3e'ect the *ost #%%,o%,i#te so'tio$: *iscuss and evaluate the alternative solutions

by comparison in terms of investment and return from the investment. This enables to

select the most appropriate solution.

vi. P,e%#,e %'#$ o& #ctio$: 7repare plan of action for converting the solution into reality

hich includes the considerations =ho< hat< hen< here< hy< and ho= of solving

problems.

vii. P,ese$t so'tio$ to *#$#)e*e$t: ircle members present solution to management

for approval.

viii. I*%'e*e$t#tio$ o& so'tio$: The management evaluates the recommended solution.

Then it is tested and if successful< implemented on a full scale.

9enefits of Qs:

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Tangible Aains ntangible Aains

• 9etter quality

• 7roductivity improvement

• /igher safety

• Areater cost effectiveness

• 9etter house(eeping

• ncreased profitability

• Waste reduction

• educed absenteeism

• educed grievances

• 5nriched quality of or( life

• 8ttitudinal changes

• /armony< mutual trust

• 5ffective team or(ing

• 9etter human relations

• 7articipative culture

• /uman resource management

• 7romotion of Dob (noledge

• Areater sense of belonging

Limitations of Qs:

• 7articipation is not alays voluntary in all cases.

• 7articipation fades aay if it lac(s the top management,s support.

• No involvement of trade unions.

iii T(%ic#' Pe,&o,*#$ce Me#s,es o& TQM.

Managing by fact rather than gut feelings

5ffective management requires measuring

Cse a baseline< to identify potential proDects< to asses results from improvement

5.g. 7roduction measures P defects per million< inventory turns< on>time delivery

"ervice P billing errors< sales< activity times

ustomer "atisfaction

Methods for measuring

ost of poor quality

nternal failure

5xternal failure

7revention costs

8ppraisal costs

8ard Models 6M9NQ8< 5;QM< 7MQ84

9enchmar(ing P grade to competitors< or best practice

"tatistical measures P control charts< p(

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ertifications

" 0333:2333 Quality Mgt "ystem

" 1#333 5nvironmental Mgt "ystem<

Cnderriters Lab 6CL4< AM7

Q" 0333< "BT" 1)0#0

19. # i Discss the e'e*e$ts o& I3O 0002000 #'it( s(ste*.

5lementsBlauses of " 0331:2333 "tandard:

• "et of requirements that organisations must satisfy in order to achieve " 0331

certification.• /as - maDor parts:

"cope<

Normative reference<

Terms and definitions<

Quality management system<

Management responsibility<

esource management<

7roduct reali%ation<

Measuring< analysis and improvement.

• The first ! clauses are general clauses.

• The remaining ' clauses are technical clauses.

3co%e

• Tells hat organisation6s4< location6s4< process6es4< product6s4 and so on are covered.

• The purpose of the standard is for the organisation to demonstrate its ability to

provide a product that meets customer and regulatory requirements and achieves

customer satisfaction.

No,*#tie ,e&e,e$ce

• These are other standards hich< by being listed< constitute provisions of the "0331

standard.

• = " 0333:2333 Quality Management "ystems: ;undamentals and Kocabulary= are a

normative reference that provides applicable concepts and definitions.

Te,*s #$ e&i$itio$s

• ;or the purpose of this international standard< the terms and definitions given in

"0333 apply.• The folloing terms to describe the supply chain are used:

8/10/2019 Tqm Nov Dec 2012


"upplier rganisation ustomer.

Q#'it( M#$#)e*e$t 3(ste*

• 7rovides general requirements for the QM" and defines documentation requirements.

M#$#)e*e$t ,es%o$si"i'it(

*efines the requirements top managers perform to ensure the effectiveness of the

QM".

t includes specific requirements for:

Management commitment<

ustomer focus<

Quality policy<

7lanning<

esponsibility< authority and communication<

Management revie.

Reso,ce *#$#)e*e$t

• *efines the requirements companies must meet to provide adequate resources to

implement and maintain the QM" and to continually improve its effectiveness.

• t includes specific requirements for:

7rovision of resources

/uman resources 6including competence and training4

nfrastructure

Wor( environment

P,oct ,e#'i7#tio$

• *efines requirements for processes related to product reali%ation.


7lanning of product reali%ation

ustomer>related processes

*esign and development

7urchasing

7roduction and service provision

ontrol of monitoring and measuring devices.

Me#s,i$)C #$#'(sis #$ i*%,oe*e$t

• *efines requirements for monitoring< measuring< analysis and improvement processes

needed to demonstrate conformity of the product< ensure conformity of the QM" and

continually improve the effectiveness of the QM".


Monitoring and measurement

ontrol of non>conforming product

8nalysis of data

mprovement.

8/10/2019 Tqm Nov Dec 2012


ii +h#t #,e the )#i$s ,e#'i7e "( # co*%#$( ?ith the TQM i*%'e*e$t#tio$.

95N5;T" ; TQM :

C"TM5 "8T";8TN 5NT5* 95N5;T" :• mprovement in product quality

• mprovement in product design

• mprovement in production flo

• mprovement in employee morale and quality consciousness

• mprovement in product service

• mprovement in mar(et place acceptance

5NM M7K5M5NT 5NT5* 95N5;T" :

•

eduction in operating costs• eduction in operating losses

• eduction in field service costs

• eduction in liability exposure

95N5;T" ; TQM

Tangible 9enefits ntangible 9enefits

mproved product quality

mproved productivity

educed quality costs

ncreased mar(et and customers

ncreased profitability

educed employee grievances

mproved employee participation

mproved team or(

mproved or(ing relationships

mproved customer satisfaction

mproved communication

5nhancement of Dob interest

5nhanced problem solving capacity

9etter company image

" +h#t *ethoo'o)( ?o' (o s))est to i*%'e*e$t TQM i$ #$ #to*o"i'e

*#$&#ct,i$) co*%#$(.

I3O/T3 1;5 200- Ato*otie Q#'it( M#$#)e*e$t 3(ste*s

• t is an " Technical "pecification hich aligns existing 8merican 6Q" 03334<

Aerman 6K*8 ).14< ;rench 658Q;4 and talian 68K"Q4 automotive quality system

standards ithin the global automotive industry< ith the aim of eliminating the need

for multiple certifications to satisfy multiple customer requirements.

•

t specifies the quality system requirements for the designB development< production<installation and servicing of automotive> related products.

8/10/2019 Tqm Nov Dec 2012


• The introduction of T" 1)0#0 has resulted in substantial improvements in all aspects

of quality< delivery and overall efficiency throughout the supply chain.

• The nternational 8utomotive Tas( ;orce 68T;4< hich members include 0 maDor

5Ms 6riginal 5quipment Manufacturers4 li(e ;ord< 9MW< AM< is committed to

ensure that T" 1)0#0 remains the automotive quality systems standard for the future.

REA3ON3 TO IMPLEMENT I3O/T3 1;5200

The global automotive industry demands orld class levels of product quality<

productivity and competitiveness as ell as continual improvement. To achieve this goal<

many vehicle manufacturers insist that suppliers adhere to strict technical specifications laid

out in a quality management standard for suppliers to the automotive sector< (non as

"BT"1)0#0:2330.

BENEIT3 O T3 1;5 ERTIIATION

• Alobal recognition as a reputed supplier.

• ustomer satisfaction.

• educed cost of compliance ith customer specifications.

• educed operating costs.

• mproved sta(eholder relationships.

• Legal compliance.

• mproved ris( management.

• 7roven business credentials.

• 8bility to in more business.

tqm nov dec 2012

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