Total Quality Management PDF

S.K.P.
Engineering College, Tiruvannamalai VII SEM
SKP Engineering College
Tiruvannamalai – 606611
A Course Material
on
Total Quality Management
By
Dr.R.Manimaran and Mr.A.Veeramani
Assistant Professor
Mechanical Engineering Department
Mechanical Engineering Department 1 Total Quality Management

S.K.P. Engineering College, Tiruvannamalai VII SEM
Quality Certificate
This is to Certify that the Electronic Study Material
Subject Code: GE6757
Subject Name: Total Quality Management
Year/Sem: IV / VII
Being prepared by us and it meets the knowledge requirement of the University curriculum.
Signature of the Author
Name: Dr.R.Manimaran and Mr.A.Veeramani
Designation: Assistant Professor
This is to certify that the course material being prepared by us is of the adequate quality. He has
referred more than five books and one among them is from abroad author.
Signature of HD Signature of the Principal
Name: Dr.J.Kuberan Name: Dr.V.Subramania Bharathi
Seal: Seal:

GE6757 TOTAL QUALITY MANAGEMENT LTPC3003
OBJECTIVES:
To facilitate the understanding of Quality Management principles and process.
UNIT I INTRODUCTION 9
Introduction – Need for quality – Evolution of quality – Definitions of quality –
Dimensions of product and service quality – Basic concepts of TQM – TQM Framework
– Contributions of Deming, Juran and Crosby – Barriers to TQM – Quality statements –
Customer focus – Customer orientation, Customer satisfaction, Customer complaints,
and Customer retention – Costs of quality.
UNIT II TQM PRINCIPLES 9

Leadership – Strategic quality planning, Quality Councils – Employee involvement –
Motivation, Empowerment, Team and Teamwork, Quality circles Recognition and
Reward,Performance appraisal – Continuous process improvement – PDCA cycle, 5S,
Kaizen – Supplier partnership – Partnering, Supplier selection, Supplier Rating.
UNIT III TQM TOOLS AND TECHNIQUES I 9

The seven traditional tools of quality – New management tools – Six sigma:
Concepts,Methodology, applications to manufacturing, service sector including IT –
Bench marking – Reason to bench mark Bench marking process – FMEA – Stages,
Types.
UNIT IV TQM TOOLS AND TECHNIQUES II 9

Control Charts – Process Capability – Concepts of Six Sigma – Quality Function
Development (QFD) – Taguchi quality loss function – TPM – Concepts, improvement
needs – Performance measures.
UNIT V QUALITY SYSTEMS 9

Need for ISO 9000 – ISO 9001-2008 Quality System – Elements, Documentation,
Quality Auditing – QS 9000 – ISO 14000 – Concepts, Requirements and Benefits –
TQM Implementation in manufacturing and service sectors..
TOTAL: 45 PERIODS

CONTENTS
S.No Particulars Page
1 Unit – I 5
2 Unit – II 16
3 Unit – III 37
4 Unit – IV 46
5 Unit – V 56

UNIT-I
INTRODUCTION
PART A
1. Define Total Quality?
TQM is an enhancement to the traditional way of doing business. It is the art of
managing the whole to achieve excellence. It integrates fundamental management
techniques, existing improvement efforts, and technical tools under a disciplined
approach.
2. Define Quality?
Quality = Performance x Expectations
It is defined as conformance to requirements or specification-Crosby and Quality is
fitness for use-Juran
3. What are the Dimensions of Quality?

Performance,Features,Conformance,Reliability,Durability,Service,Response,Aesthetics,
and Reputation.
4. Give the Basic Concepts of TQM?

A committed and involved management to provide long-term top-to bottom
organizational support and an unwavering focuses on the customer, both internally and
externally.
5. State Deming Philosophy?

Create and publish the aims and purposes of the organization, Learn the new
philosophy and Understand the purpose of inspection.
6. Give the Principles of TQM?

1.Constancy of purpose: short range and long range objectives aligned, 2. Identify the
customer(s); Customer orientation and 3. Identification of internal and external
customers
7. Give the Obstacles associated with TQM Implementation?

Lack of management commitment, Inability to change organizational culture and
Improper Planning.
8. Give the Analysis Techniques for Quality Costs?

Trend Analysis and Pareto Analysis
9. Define Quality Costs?

Quality Costs are defined as those costs associated with the non achievement of
product or Service.
10. Give the primary categories of Quality cost?

i. Preventive cost category, ii. Appraisal cost category, iii. Internal failure cost
category and iv. External failure cost category.
PART B
1.Give the different definitions for quality.
The dictionary has many definitions of “quality”. A short definition that has achieved
acceptance is “Quality is Customer Satisfaction”. Here, customer means anyone who
is impacted by the product or process.
Quality is “a predictable degree of uniformity and dependability, at low cost and suited
to the market”. Quality is a relative term, generally used with reference to the end-use
of a product.
Quality should be aimed at the needs of the consumer, present and future.
According to ISO 8402, quality is “ the totality of features and characteristics of a
product or service that bear on its ability to satisfy stated or implied needs”.
Broadly quality is:
a) Fitness for use ,b) Grade,c) Degree of preference,d) Degree of excellence and e)
Conformity to requirements.
When the expression „quality‟ is used, it will be think in terms of an excellent product or
service that fulfills or exceeds our expectations. These expectations are based on the
intended use and the selling price.
Quality can be quantified as follows:
Q = P/E
Where q = quality
P = performance
E = expectations.
If Q is greater than 1.0, then the customer has a good feeling about the product or
Service.
2. Discuss about the dimensions of quality.
Quality has nine dimensions. These are independent, therefore, a product can be
excellent; therefore, a product and average or poor in another. Very few, if any,.
Products excel ion all nine dimensions. For example, Japanese were cited for high-
quality cars in 1970‟s based only on the dimensions of reliability, conformance and
aesthetes. Quality products can be determined by using a few of the dimensions of
quality. Marketing has the responsibility of identifying the relative importance of each

dimension of quality. These dimensions are then translated into the requirements for the
development of a few new products or the improvement of an existing one.
----------------------------------------------------------------------------------------------------------------
Dimension Meaning and Example
----------------------------------------------------------------------------------------------------------------
Performance Primary product characteristics, such as the brightness of the
picture
Features Secondary characteristics, added features, such as remote control
Conformance Meeting specifications or industry standards, workmanship
Reliability Consistency of performance over time, average time of the unit to
fail
Durability Useful life, includes repair
Service Resolution of problems and complaints, ease of repair
Response Human – to – human interface, such as the courtesy of the dealer
Aesthetics Sensory characteristics, such as exterior finish
Reputation Past performance and other intangibles, such as being ranked first
3. What are the basic concepts of TQM?
TQM Basic Concepts:
1. A Committed and involved management to provide long-term top-to-bottom

organizational support.
Management must participate in the quality program. A quality council must be
established to develop a clear vision, set long-term goals, and direct the program.
Quality goals are included in the business plan. An annual quality improvement program
is established and involves input from their entire work force. Managers participate on
quality improvement teams and also act as coaches to other teams. TQM is a continual
activity that must be entrenched in the culture it is not just a one shot program. TQM
must be communicated to all people.
2. An unwavering focuses on the customer, both internally and externally.

The key to an effective TQM program is its focus on the customer. An excellent place to
start is by satisfying internal customers. We must listen to the voice of customer and
emphasize design and defect prevention. Do it right the first time and every time, for
customer satisfaction is the important consideration.

3. Effective involvement and utilization of the entire work force.

TQM is an organization wide challenge that is everyone‟s responsibility. All personal
must be trained in TQM, statistical process control (SPC), and other appropriate quality
improvement skills so they can effectively participate on project teams. Including
internal customers and, for that matter, the internal supplier on project teams is an
excellent approach. Those affected by the plan must be involved in its development and
implementation. They understand the process better than anyone else. Changing
behavior is the goal. People must come to work not only to do their jobs, but also that
think about how to improve their jobs. People must be empowered at the lowest
possible level to perform processes in an optimum manner.
4. Continuous improvement of the business and production process.

There must be a continual striving to improve all business and production processes.
Quality improvement projects, such as on-time delivery, order entry efficiently, billing
error rate, customer satisfaction, cycle time, scrap reduction and supplier management
are good places to begin.Technical techniques such as SPC, benchmarking, QFD, ISO
9000, and designed experiments are excellent for problem solving.
5. Treating suppliers as partners.

On the average 40% of the sales dollar is purchased product or service; therefore, the
supplier quality must be outstanding. A partnering relationship rather them an
adversarial one must be developed. Both parties have as much to gain or lose based on
the success or failure of the product or service. The focus should be on quality and life-
cycle costs rather than price. Suppliers should be few in number so that true partnering
can occur.
6. Establish performance measure for the processes.

Performance measures such as uptime, percent nonconforming absenteeism, and
customer satisfaction should be determined for each functional area. These measures
should be posted for everyone to see. Quantitative data are necessary to measure the
continuous quality improvement activity.
4. Give definition for TQM.
Total - Made up of the whole

Quality- Degree of excellence a product of service provides
Management - Act, art of manner of handling, controlling, directing etc
1. Therefore TQM is the art of managing the whole to achieve excellence.

2. The golden rule is simple but effective way to explain it: Do unto as you would have
them do unto you.
3. TQM is defined as both a philosophy and a set of guiding principles that represent the
foundation of a continuously improving organization.
4.It is the application of quantitative methods and human resources to improve all the
processes within an organization and exceed customer needs now and in the future.
5. TQM integrates fundamental management techniques, existing improvement efforts,
and technical tools under a disciplined approach.
5. Explain the 14 principles of Deming.

Deming‟s philosophy is given in his 14 points
1. Create and publish the Aims and purposes of the organizations
Management must demonstrate constantly their commitment to this statement. It must

include investors, customers, suppliers, employees, and the community and quality
philosophy. The statement is a forever – changing document that requires input from
everyone. Organizations must develop a long – term view of atleast 10 years and plan
to stay range goal. Resources must be allocated for resources, training and continuing
education to achieve the goals. Innovation is promoted to ensure that the product or
service does not become obsolete. A family organizational philosophy is developed to
send the message that everyone is part of the organization.
2. Learn the New philosophy

Top management and everyone must learn the new philosophy. Organizations must
seek never – ending improvement and refuse to accept non conformance. Customer
satisfaction is the number one priority, because dissatisfied customers will not continue
to purchase nonconforming products services. The organization must concentrate on
defect prevention rather than defect detection. By improving the process, the quality and
productivity will improve. Everyone in the organization, including the union, must be
involved in the quality journey and change his or her attitude about quality. The supplier
must be helped to improve quality by requiring statistical evidence of conformance and
shared information relative to customer expectations.
3. Understand the purpose of inspection

Management must understand that the purpose of inspection to improve the process
and reduce its cost. For the most part, mass inspection is costly and unreliable. Where
appropriate, it should be replaced by never – ending improvement using statistical
techniques. Statistical evidence is required of self and supplier. Every effort should be

made to reduce and then eliminate acceptance sampling. Mass inspection is managing
for failure and defect prevention is managing for success.
4. Stop Awarding Business Based on Price Alone

The organization must stop awarding business based on the low bid, because price has
no meaning without quality. The goal is to have single suppliers for each item to develop
a long. Term relationship of loyalty and trust, thereby providing improved products and
services. Purchasing agent must be trained in SPC and require it from suppliers. They
must follow the materials throughout the entire lifecycle in order to examine how
customer expectations are affected and provide feedback to the supplier regarding the
quality.
5. Improve Constantly and Forever the System

Management must take more responsibility for problems by actively finding and
correcting problems so that quality and productivity are continually and permanently
improved and costs are reduced. The focus is on preventing problems before they
happen. Variation is expected, but there must be a continual striving for its reduction
using control charts. Responsibilities are assigned to team tom remove the causes of
problems and continually improve the process.
6. Institute Training
Each employee must be oriented to the organizations philosophy of commitment to
never-ending improvement. Management must allocate resources to train employees to
perform their jobs in the best manner possible. Everyone should be trained in statistical
methods, should be used to monitor the need for further training.
7. Teach and Institute Leadership

Improving supervision is management‟s responsibility. They must provide supervision
with training in statistical methods and these 14 points so the new philosophy can be
implemented. Instead of focusing on a negative, fault-finding atmosphere, supervisors
should create a positive, supportive one where pride in workmanship can flourish. All
communication must be clear from top management to supervisors to operators.
8. Drive out Fear, Create Trust and create a climate for innovation
Management must encourage open, effective communication and team work. Fear is
caused by a general feeling of being powerless to control important aspects of one‟s
life. It is caused by a lack of job security, possible physical harm, performance
appraisals, and ignorance of organization goals, poor supervision, and not knowing the
job. Driving fear out of the workspace involves managing for success.

9. Optimize the efforts of teams, groups and staff areas

Management must optimize the efforts of team, workgroups, and staff areas to achieve
the aims and purpose of the organizations. Barriers exist internally among levels of
management among department with in departments and among shifts. Externally they
exist between the organization and its customers and suppliers. These barriers exist
because of poor communications, ignorance of the organization mission, competition,
fear and personal grudges or jealousies.
10. Eliminate Exhortations for the work force

Exhortations that ask for increased productivity without providing specific improvement
methods can handicap an organization. They do nothing but express management‟s
desires. They do not produce a better products or service, because the workers are
limited by the system. Goals should be set that the achievable and are committed to the
long term success of the organization. Improvement in the process cannot be made
unless the tools and methods are available.
6. Explain the barriers for implementing TQM.

There are many barriers for implementing TQM. These include:
1. Lack of commitment
The top management only provides lip service and no substantial management
commitment is evidenced. The obsessive commitment should not only be demonstrated
by the management but the same should be effectively communicated to all employees.
2. Inability to change organizational culture

Changing an organization‟s culture is very difficult and long drawn process. Individuals
resist change; they become accustomed to doing a particular process and it becomes
the preferred way. Organizations that spend more time planning for the cultural aspects
of implementing a TQM program will improve their chance is success.
3. Improper planning
All constituents of the organization must be involved in the development of the
implementation plan and any modifications that occur as the plan evolves. Emphasis
should be on comprehensive and complete planning covering all factors and including
customer requirements.

4. Lack of continuous training and education

Training and education should be an ongoing process covering everyone in the
organization. Training needs should be determined and structured training should be
imparted to achieve these needs.
5. Incompatible organizational Structure

Difference between departments and individuals can create implementation problems.
Restructuring to make the organization more responsive to customer needs may be
needed.
6. Ineffective Measurement techniques

Key characteristics of the organization should be measured so that effective decisions
can be made. In order to improve a process one needs to measure the effect of
improvement ideas. Access to data and quick retrieval is necessary for effective
processes.
7. Inadequate attention to internal and external customers

Organizations need to understand the changing needs and expectations of their
customers – both external and internal. Effective feedback mechanisms that provide
data for decision making are necessary for this understanding.
8. Inadequate use of empowerment and teamwork

Individuals should be trained and empowered to make decisions that affect the
efficiency of their processes or the satisfaction of their customers.
9. Failure to continually improve

It is tempting to sit back and rest on your laurels. However, a lack of continuous
improvement of the processes, product and or service will even leave the industry
leader to slip and fail.
7. Explain Juran's trilogy in detail.
1. PLANNING
1. Determine internal & external customers.
2. Their needs are discovered.
3. Develop product / service features.
4. Develop the processes able to produce the product / service features.

5. Transfer plans to operations.
2. CONTROL
Control is used by operating forces to help meet the product, process and service
requirements.
It consists of the following steps:
1. Determine items to be controlled.
2. Set goals for the controls.
3. Measure actual performance.
4. Compare actual performance to goals.
5. Act on the difference.
3. IMPROVEMENT
Aims to attain levels of performance that are higher than current levels.
It consists of the following steps:
1. Establishment of quality council.
2. Identify the improvement projects.
3. Establish the project teams with a project leader.
4. Provide the team with the resources.
Juran’s ten steps to quality improvement were:

1. Build awareness of the need and opportunity for improvement.
2. Set goals for improvement.
3. Organize to reach the goals (establish a quality council, identify problems, select
projects, appoint teams, designate facilitators).
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the regular systems
8. Explain about the contributions of Crosby for TQM.
Crosby's approach to quality was unambiguous. In his view, good, bad, high, and low
quality are meaningless concepts in the abstract; the meaning of quality is
"conformance to requirements." What that means is that a product should conform to

the requirements that the company has itself established based on its customers'
needs. He also believed that the prime responsibility for poor quality lies with
management, not with the workers.
Management sets the tone for the quality initiative from the top. Nonconforming
products are ones that management has failed to specify or control. The cost of
nonconformance equals the cost of not doing it right first time, and not rooting out any
defects in processes.
"Zero defects" does not mean that people never make mistakes, but that companies
should not begin with "allowances" or substandard targets with mistakes as an inbuilt
expectation. Instead, work should be seen as a series of activities or processes, defined
by clear requirements and carried out to produce identified outcomes.
Systems that allow things to go wrong and that result in those things having to be done
again can cost organizations between 20% and 35% of their revenues, in Crosby's
estimation.
His seminal approach to quality was set out in Quality is Free, and is often summarized
as the "Fourteen Steps."
1. Management commitment it: the need for quality improvement must be recognized
and accepted by management, who then draw up a quality improvement program with
an emphasis on the need for defect prevention. Quality improvement equates to profit
improvement. A quality policy is needed which states that "...each individual is expected
to perform exactly like the requirement or cause the requirement to be officially changed
to what we and the customer really need."
2. The quality improvement team: representatives from each department or function
should be brought together to form a quality improvement team. Its members should be
people who have sufficient authority to commit the area they represent to action.
3. Quality measurement: the status of quality should be determined throughout the
company. This means establishing and recording quality measures for each area of
activity in order to show where improvement is possible and where corrective action is
necessary. Crosby advocated delegation of this task to the people who actually do the
job, thus setting the stage for defect prevention on the job, where it really counts.
4. The cost of quality evaluation: the cost of quality is not an absolute performance
measurement, but an indication of where the action necessary to correct a defect will
result in greater profitability.

5. Quality awareness: this involves making employees aware of the cost to the company
of defects, through training and information, and the provision of visible evidence of the
results of a concern for quality improvement. Crosby stresses that this sharing process
is a key, or even the key, step in the progress of an organization toward quality.
6. Corrective action: discussion of problems will result in the finding of solutions and
also bring to light other elements that are in need of improvement. People need to see
that problems are regularly being resolved. Corrective action should then become a
habit.
7. Establishing an ad hoc committee for the zero defects program: zero defects is not a
motivation program: its purpose is to communicate and instill the notion that everyone
should do things right first time.
8. Supervisor training: all managers should undergo formal training on the Fourteen
Steps before they are implemented. Managers should understand each of the Fourteen
Steps well enough to be able to explain them to their people.
9. Zero defects day: it is important that the commitment to zero defects as the
performance standard of the company makes an impact, and that everyone gets the
same message in the same way. Zero defects day, when supervisors explain the
program to their people, should make a lasting impression as a "new attitude" day.
10. Goal setting: all supervisors ask their people to establish specific, measurable goals
that they can strive for. Usually, these comprise 30-, 60-, and 90-day goals.
11. Error cause removal: employees are asked to describe, on a simple, one-page form,
any problems that prevent them from carrying out error-free work. Problems should be
acknowledged and begin to be addressed within 24 hours by the function or unit to
which they begin to grow more confident that their problems will be attended to and
dealt with.
12. Recognition: it is important to recognize those who meet their goals or perform
outstanding acts with a prize or award, although this should not be in financial form. The
act of recognition itself is what is important.
13. Quality councils: the quality professionals and team leaders should meet regularly to
discuss improvements and upgrades to the quality program.
14. Doing it over again: during the course of a typical program lasting from 12 to 18
months, turnover and change will dissipate much of the educational process. It is
important to set up a new team of representatives and begin the program again from the
beginning, starting with zero defects day. This "starting over again" helps quality to
become ingrained in the organization.

UNIT-II
TQM PRINCIPLES
PART A
1. Who are internal and external customers?

The customers inside the company are called internal customers, whereas the
customers outside the company a called external customers.
2. What are the customer’s perceptions on quality?
The six important customer‟s perceptions are:
(i) Performance,(ii) Features,(iii) Service,(iv) Warranty(v) Price and (vi) Reputation.
3. List the various tools used for collecting customer complaints.
The various tools used are:
1. Comment card, 2.Customer questionnaire,3. Focus groups,4. Toll-free telephone
numbers 5. Report cards and 6. The Internet and computer etc.
4. What is meant by customer retention?
Customer retention is the process of retaining the existing customers.
5. What is motivation?
Motivation means a process of stimulation people to accomplish desired goals.
6. What are the Maslow’s basic needs?
Maslow‟s basic needs are:
1.Physilogical,2.Safety,3.Society,4.Esteem and 5.Self-actualization needs.
7. What are physiological needs?
Physiological needs are the biological needs required to preserve human life. These
needs include needs for food, clothing and shelter.
8.. Define team and teamwork.
A team can be defined as a group of people working together to achieve common
objectives or goals.
Teamwork is the cumulative actions of the team during which each member of the
team subordinates his individual interests and opinions to fulfill the objectives or goals of
the group.
9. Define empowerment.
Empowerment is an environment in which people have the ability, the confidence, and
the commitment to take the responsibility and ownership to improve the process and
initiate the necessary steps to satisfy customers requirements within well defined
boundaries in order to achieve organizational values and goals.
10. What are the conditions necessary for empowerment?
The conditions required are:
1. Everyone must understand the need for change.

2. The system needs to change to the new paradigm.

3. The organization must provide information, education and still to its employees.
PART B
1. Explain about the leadership concept.
In order to become successful, leadership requires an intuitive understanding of
human nature the basic needs, wants and abilities of people to be effective, a leader
understands that:
1. People, paradoxically, need security and independence at the same time.
2. People are sensitive to external rewards and punishments and yet are also strongly
self motivated.
3.People like to hear a kind word of praise. Catch people doing something right, so we
can pat them on the back.
4. People can process only a few facts at a time; thus, a leader needs to keep things
simple.
5. People trust their gut reaction more than statistical data.
6. People distrust a leader¡¦s retort if the words are inconsistent with the leader¡¦s
actions.
Leaders need to give their employees independence and yet provide a secure working
environment-one that encourages and rewards successes. A working environment
must be provided that fosters employee creativity and risk-taking but not penalizing
mistakes. A leader will focus on a few key values and objectives. Focusing on a few
values or objectives gives the employees ability to discern on a daily basis what is
important and what is not.
Employees, upon understanding the objectives, must be given personal control over
the task in order to make the task their own and, there by something to which may
commit. A leader, by giving the employee a measure of control over an important task,
will tap into the employeer‟s inner drive. Employees, led by the manager can become
exited participants on the organization.
TQM is not always enough to get employees to participate. People, follow a leader, not
a cause. Indeed, when people like the leader but not the vision, they will try to change
the vision or reconcile their vision to the leader¡¦s vision. If the leader is liked, people
will not look for another leader. This is especially evident in politics.
If the leader is trusted and liked, then the employees will participate in TQM cause.
Therefore, it is particularly important that a leader¡¦s character and competence, which

is developed by good rabbits and ethics, be above reproach. Effective leadership

begins on the inside and moves out.
2. Explain the role of senior management.

Everyone is responsible for quality, especially senior management and the CEO;
however, only the latter can provide the leadership system to achieve results. For
instance, in the 1980‟s general electronics CEO, jack Welch instituted leadership
training courses at all levels of the organization. The general electronic training
courses taught provided the opportunity for teams to develop solutions to real business
problems. Many of the solutions the teams developed were implemented. Jack Welch
supported the development of a leadership system whereby quality control leaders were
developed at all levels in all functions of the organization, including research, marketing,
manufacturing, sales, finance and human resources.
Senior managers need to be provided with the skills to implement quality control
techniques and actively participate in the quality council. Senior management has
numerous responsibilities.
Senior management must practice the philosophy of management by wandering should

(MBWA). Management should get out of the office and visit customers, suppliers
departments within the organizations, and plants within the organization. That way,
managers learn what is happening with a particular customer, supplier, or project.
MBWA can subordinates reduce paperwork. Encourage subordinates to write only
important messages that need to be part of the permanent record. For example, Kinko‟s
executives perform normal operating duties for two or three days at one location.
Senior management¡¦s role is no longer to make the final decision, but to make sure the
team decision is aligned with the quality statement of the organization. Push problem
solving and decision making to the lowest appropriate level by delegating authoring and
responsibility.
Senior managers must stay informed on the topic of quality improvement by reading
books and articles, attending, seminars, and taking to other TQM leaders. The leader
sends a strong message to subordinates when that leader asks if they have read a
particular book or article. The needed resources must be provided to train employees in
the TQM tools and techniques, the technical requirements of the job and safety.
Resources in the form of the appropriate equipments to do the job must also be
provided. Senior managers must find time to celebrate the success of their

organizations quality efforts by personally participating in award and recognition

ceremonies.
This activity is an excellent opportunity to rein force the importance of the effort and to
promote TQM. A phone call or handshake combined with a sincere thank you for a job
well done is a powerful form of recognition and reward.
One of the duties of the quality council is to establish or revise the recognition and
reward system. In particulars, senior management¡¦s incentive compensation must
include quality improvement performance. Also, previsions must be made to reward
teams as well as creative individuals. Senior managers must be visibly and actively
engaged in the quality effort by serving on teams, watching teams, and teaching
seminars.
They should lead by demonstrating, communicating, and reinforcing the quality

statements. As a rule to thumb, they should spend about one-third or their time on
quality. A very important role of senior managers is listening to internal and external
customers and suppliers through visits, focus groups, and surveys. This information is
translated into core values and process improvement projects. Another very important
role is communication. The objective is to create awareness of the importance of TQM
and provide TQM results in an ongoing manner. The TQM message must be to
personnel, for if they don‟t buy it, TQM will never happen.
In addition to internal efforts, there must be external activities with customers and
suppliers the media, advertising in trade magazines and intersections with the quality
community. By following the preceding suggestions senior managers should be able to
derive fear out of the organization, break down barriers, remove system road blocks,
anticipate and minimize resistance to change, and to general, change the culture. Only
with the involvement of senior management can TQM be a success.
3. Explain about quality statement.
In quality statements, the vision statement, mission statement, and quality policy
statement. Once developed, they are only occasionally reviewed and updated. They are
part of the strategic planning process. The utilization of the three statements varies
considerably from organization to organization. In fact, small organizations may use
only the quality policy statement. Additionally, there may be considerable overlap
among the statement. One of the common characteristics of Baldrige National Quality
award winners is that all have a vision of what quality is and how to attend it.

Vision Statement
The vision statement is a short declaration of what an organization aspires to be
tomorrow.It is the ideal state that might never be reached but which you continually
strive to achieve.Successful visions are timeless, inspirational and become deeply
shared within an organization,such as IBM service, apple¡¦s computing for the masses,
Disney theme park the happiest photography. These shared visions usually emerge
over time. Ideally, visions are evaluated to a cause. Successful visions provide a short
guideline for decision-making.
Having a concise statement of the desired end provides criteria for sound decision
making. Tim Frye of Motorola, inc once remarked that he used the company¡¦s vision
statement when faced with difficult decisions in gray areas that were not covered by
company policy. It is important that the leader articulate and act upon the vision and
those employees understand the vision and can connect their work with the well being
of the organization. One way to reinforce the significance of the vision statement is to
include it on employee badges. An example, of simple, one-sentence vision statement
will be the preferred provider of safe, reliable and cost effective products and services
that satisfy the electric-related needs of all customer segments.
FLORIDA POWER & LIGHT COMPNAY.

Mission Statement
The mission statement answers for the following questions: who we are, who are the
customers, what we do, and how we do it. This statement is usually one paragraph or
less in length, is easy to understand, and described the function of the organization. It
provides a clear statement of purpose for employees, customers and suppliers.
CANADIAN NATIONAL RAILWAYS
The last statement defined the activities as transportation and distribution rather than a
railroad. Therefore, Canadian national Railways can operate barges, containerized
shipments, trucks, and aircraft and ocean-going vessels.
Quality Policy Statement
The quality policy is a guide for everyone in the organization as to how they should
provide products and service to the customers. It should be written by the CEO with
feedback from the work face and be approved by the quality council. Common
characteristics are:
1.Quality is first among equals
2. Meet the needs of the internal and external customers.

3. Equal or exceed the competition

4. Continually improve the quality.
5. Include business and production practices
6. Utilize the entire work force.
7. A quality policy is a requirement of ISO/QS9000.
4. Explain about strategic planning.
Many organizations are finding that strategic quality plans and business plans are in
separable.
Goals and Objectives Goals and objectives have basically the same meaning. However,
it is possible to differentiate between the two by using goals for long-term planning and
objectives for short-term planning. The goal is to win the war; the objective is to capture
the bridge. Concrete goals are needed to provide a focus, such as improve customer
satisfaction, employee satisfaction, and processes.
Goals can force changes in leadership¡¦s style from reward and punishment to
identifying and proving system problems. Goals must be based on statistical evidence.
Without statistical knowledge of the system, goals merely reflect the assumption that
slogans, exhortation and hardware will miraculously change the system. Goals must be
definitive, specific, and understandable, using concrete results rather than behaviors or
attitudes.
The most important characteristic of goals is that they be measurable. Only measurable
goals can be evaluated. Goals must have a plan or methods with resources for its
achievement. If there is not a cause effect relationship between the goals and the
method, and the goal is not a valid one. In addition, a specific timeframe or deadline for
achieving the goal should be given.
Goals must be challenging yet achievable. Those individually, work groups,

departments and functional areas that are affected by the goals should be involved in
their development. Stretch goals are satisfactory provider they are based on benchmark
data. The characteristics of objectives are identical to those given here for goals; they
are operational approaches to attain the goals.
SEVEN STEPS TO STRATEGIC PLANNING
The process starts with the principle that quality and customer satisfaction are the
center of organization future. It brings together all the buy stakeholders.
1. Customer Needs

The first step in it discovers the future needs of the customers. Who will they be will
your customer base changes what will they want? How will the organization meet and
exceed expectations?
2. Customer Positioning
Next the planners determine where the organizations want to be in relation to the
customers.Do they want to retain, reduce or expand the customer base? Products or
services with poor quality performance should be targeted for break should or
eliminated. The organization needs to concentrate its efforts on areas of excellence.
3. Predict the Future
Next, the planners must look into their crystal balls to predict future conditions that will
affect their product or service. Demographics, economic forecasts, and technical
assessments or projections are tools that help predict the future. More than on
organization product or service has become obsolete because if failed to foresee the
changing technology. Note that the rate of change is continually increasing.
4. Gap Analysis
This step requires the planners to identify the gaps between the current state and the
future state of the organization. An analysis of the core values and concepts is an
excellent technique for pinpointing gaps.
5. Closing the Gap
The plan can now be developed to close the gap by establishing goals and
responsibilities. All stakeholders should be included in the development of the plan.
6. Alignment
As the plan is developed, it must be aligned with the mission, vision and core values
and concepts alignment, the plan will have little chance of success.
7. Implementation
This last step is frequently the most difficult. Resources must be allocated to collecting
data, designing changes, and overcoming resistance to change. Also part of this step is
the monitoring activity to ensure that progress is being made. The planning group
should meet at least once a year to assess progress and take any corrective action.
5. Explain the elements of customer service.
Organization
1. Identify each segment where the organization needs to concentrate on quality
2. Write down requirement Proper documentation of quality policy in the form of a
handbook
3. Communicate requirements Inform its importance to all levels in the organisation
4. Organize process create a systematic process as it is ongoing and never ending
process

5. Organize physical spaces aesthetics, atmosphere, room space, recreation, wifi etc
Customer Care
1. Meet the customer's expectation treat all customers alike, respond quickly
2. Get the customer¡¥s point of view think in the point of view of a customer
3. Deliver what is promised keep up promise at any cost
4. Make the customer feel valued customer must feel that due respect and importance
is given to him.
5. Respond to all complaints minimize complaints and eradicate similar and repeated
complaints
6. Over-respond to customer make him feel he is cloud nine.
7. Provide clean and comfortable reception area ¡V cleanliness, spacious, dress code,
weather etc
Communication
All forms of communication written, verbal, advt, web site must prove quality
1. Optimize tradeoff between time and personal attention
2. Minimize the number of contact points channels and levels
3. Provide pleasant and knowledgeable enthusiastic employees
4. Write document in customer friendly language simple and point blank
Front-line people
The people who have first and direct contact or interaction with the customer
1. Hire people who like people train groom them
2. Challenge them to develop better methods small changes in packing, billing etc
3. Give them authority to solve problems give discounts, free gifts etc
4. Serve them as internal customers
5. Make sure they are adequately trained written and oral communication, body
language etc
6. Recognize and reward performance - Nordstrom example obsesses with the
customer.
Leadership
1. Lead by example spend time with all level, dealers and suppliers. Like having food ,
using co product.
2. Listen to front line people
3. Strive for continuous process improvement
6. Explain about customer retention.

It means retaining the customer to support the business. It is more powerful and
effective than customer satisfaction.

For Customer Retention, we need to have both Customer satisfaction & Customer
loyalty.
The following steps are important for customer retention.
1. Top management commitment to the customer satisfaction.
2. Identify and understand the customers what they like and dislike about the
organization.
3. Develop standards of quality service and performance.
4. Recruit, train and reward good staff.
5. Always stay in touch with customer.
6. Work towards continuous improvement of customer service and customer retention.
7. Reward service accomplishments by the front-line staff.
8. Customer Retention moves customer satisfaction to the next level by determining
what is truly important to the customers.
9. Customer satisfaction is the connection between customer satisfaction and bottom
line.
7. Explain about team and team work.
Employee involvement is optimized by the use of teams.

A team is defined as a group of people working together to achieve common objectives
or goals.
Teamwork is the cumulative actions of the team during which each member of the team
subordinates his individual interests and opinions to fulfill the objectives or goals of the
group.
Why team work:
1. Many heads are more knowledgeable than one.
2. The whole is greater than the sum of its members.
3. Team members develop a rapport which each other.
4. Teams provide the vehicle for improved communication.
Types of team
1. Process improvement team.
2. Cross functional team.
3. Natural work teams.
4. Self Directed / Self Managed work teams.
Characteristics of successful teams:
1. Sponsor 2. Team Charter, 3. Team Composition 4. Training,5. Ground Rules 6. Clear
Objectives.7. Accountability 8. Well-Defined decision procedure, 9. Resources 10. Trust
11. Effective Problem Solving 12. Open Communication, 13. Appropriate Leadership 14.
Balanced Participation, 15. Cohesiveness

Team member roles :

(a) Team leader
1. Ensures the smooth and effective operation of the team.
2. Facilitates the team process.
3. Serves as a Contact Point.
4. Organizes the implementation of changes.
5. Prepares the meeting agenda.
(b) Facilitator
1. Supports the leader.
2. Focuses on the team process.
3. Acts as a resource to the team.
4. Provides feedback to the team.
(c) Recorder
1. Documents the main ideas of the team¡¦s discussion, the issues raise,
2. decisions made, action items etc.
3. Presents the documents and distributes the MOM.
4. Participates as a team member.
(d) Timekeeper
1. Ensures that the team maintains the schedule.
2. Participates as a team member.
(e) Team member
1. Contributes best, without reservation.
2. Respects other people¡¦s contributions.
3. Listens carefully and asks questions.
4. Works for consensus on decisions.
5. Supports the decision of the team.
6. Understands and is committed to the team objectives.
7. Respects and is tolerant of individual differences.
8. Acknowledges and works through conflict openly.
9. Carries out assignments.
Decision making methods:
1. Non-decision.
2. Unilateral decision.
3. Handclasp decision.
4. Minority-rule decision.
5. Majority-rule decision.
6. Consensus.
Common barriers to team progress:
1. Insufficient training.

2. Incompatible rewards and compensation.

3. First-line supervisor resistance.
4. Lack of planning.
5. Lack of management support.
6. Access to information systems.
7. Lack of Union support.

UNIT III
TQM TOOLS AND TECHNIQUES
PART-A
1. What are the benefits of Benchmarking?

Benchmarking is a systematic method by which organizations can measure themselves
against the best industry practices. The essence of benchmarking is the process of
borrowing ideas and adapting them to gain competitive advantage. It is a tool for
continuous improvement.
2. What are the types of benchmarking?
i. Internal ii. Competitive iii. Process
3. What are the steps required to construct an affinity diagram?
i. Phrase the objective
ii. Record all responses
ii. Group the responses and iv. Organize groups in an affinity diagram
4. What are the parts of house of quality?
i. Customer requirements
ii. Prioritized customer requirements
iii. Technical descriptors and iv. Prioritized technical descriptors
5.How will you build a house of quality?
a) List customer requirements
b) List technical descriptors
c) Develop a relationship matrix between WHATs and HOWs
d) Develop an interrelationship matrix between HOWs
6. Define FMEA?
Failure Mode Effect Analysis is an analytical technique that combines the technology
and experience of people in identifying foreseeable failure modes of a product or
process and planning for its elimination.
7. What are the stages of FMEA?
1.Specifying possibilities a. Functions b. Possible failure modes c. Root causes

2. Quantifying risk a. Probability of cause b. Severity of effect c. Effectiveness of control

to prevent cause d. Risk priority number
3. Correcting high risk causes a. Prioritizing work b. Detailed action c. Assigning action
responsibility d. Check points on completion
4. Revaluation of risk a. Recalculation of risk priority number
8. What are the generic steps for the development and execution of action plans
in benchmarking?
i. Specify tasks.
ii. Sequence tasks.
iii. Determine resource needs and iv. Establish task schedule.
9. What are the several types of FMEA?
i. Design FMEA
ii. Process FMEA
iii. Equipment FMEA and iv. Maintenance FMEA
10. What are the seven faces of quality?
i. Pareto Diagram
ii. Process Flow Diagram
iii. Cause and Effect Diagram
iv. Check Sheets
v. Histogram
vi. Control Charts
vii. Scatter Diagrams
.

PART – B
1. Discuss the seven tools of quality and new management tools for improving
product and service quality.
The seven advanced tools of quality management or the „New Seven‟ is a collection of
tools put together by a set of Japanese quality professionals. For instance, Arrow
Diagram, was known to engineers and project managers by names like PERT (Program
me Evaluation and Review Technique) or CMP (Critical Mean Path). Another tool in this
set PDPC (Process Decision Programmer Chart) has been used in operations research.
The seven tools are:
 Relations diagram
 Tree diagram
 Arrow diagram
 Affinity diagram
 Matrix diagram
 Matrix data analysis diagram
 Process decision programmer chart.
These tools, unlike SPC tools are qualitative tools. Most of these tools do not involve
the use of numerical data. As the names suggest they are diagrams and charts which
arrange available information in a visual form that helps managers in making sound
decisions. Like all management tools these are judgmental tools.
Managers are often called upon to make decisions based on their judgment with help of
incomplete information or on subjective issues. Such decisions require discussions
among members of cross functional teams. Team work and techniques like
brainstorming are very essential for best results with such tools.
1. Relations Diagram
Purpose
The purpose of relations diagram is to generate a visual representation of the relations
between an effect and its causes as well as the interrelationship between the causes in
complex problems.
Structure
The structure of relations diagram is not very rigid; it is quite flexible. Only thing fixed
about the diagram is a bold bordered rectangle in which the „effect‟ is written. The
causes are entered in light rectangles and lines are drawn to show relation between the
rectangles. The lines have arrows at one end showing which is the cause and which is
the effect - the arrow always leading from the cause to the effect.

The most common shape the diagram takes has the „effect‟ at the centre, with
immediate causes surrounding it and secondary and tertiary causes as outer layers.
Figure shows a representation of relation diagram.
Relations Diagram - Common Structure
The most common structure of relations diagram shown in the fig.1, where the effect is
placed at the centre and the causes surround it, is called „Focused Counterpoint‟ type.
When the interrelations between the immediate causes are more widespread, it may be
difficult to connect the rectangles located on either side of the effect. In such cases the
effect may be placed on the top or the left hand side of the diagram and causes below
or to the right of the effect. The diagram then resembles organization charts. The flow of
arrows in such a diagram is in only one direction bottom to top or right to left. Diagram 2
shows a „Unidirectional‟type of structure.
Procedure
To prepare a relations diagram, there is a need for a large number of causes. No single
individual can generate an exhaustive list of causes. Hence the tool gives best results
when it is used in a group. The group must brainstorm the subject to get the maximum
number of causes. The steps in the preparation of a relations diagram are :
1. Decide the „effect‟ or the problem for which causes are to be found. Write is in the
centre of the flip chart or a board and enclose it in a dark bordered rectangle. Discuss
the subject and confirm the „effect‟.
2. Brainstorm to identify the immediate causes for the effect first. Enter these in
rectangles around the central dark rectangle. Take care to place causes likely to be
related to one another in adjacent positions. It is quite possible that the locations of the
causes may have to be changed as one progresses. Hence a white board is preferable
to a flip chart for this exercise. If a flip chart is used, the causes may be written on post-
it pads and stuck on the chart so that their location can be changed easily.
3.Connect these immediate causes to the effect by connecting the rectangles of the
causes to that of the effect with a line with an arrow pointing towards the effect. Explore
the cause and effect relationship among the immediate causes and connect them,
keeping in mind that the arrow always points to an effect.
4. Taking each of these immediate causes as an effect, brainstorm to find causes for
them one by one. The key question for identifying causes is “why?” Keep asking the
question till the root causes are identified for the immediate, secondary and tertiary
causes.
5. Explore the relationship between all the causes and connect the rectangles as in
step-3. Show as many relations among different causes as possible. A large number of
routes leading to the same root causes provides an indication that the root cause may
be an important contributor to the problem.

6. Brainstorm to find the more important root causes and more prominent links leading
to the effect. Mark these by making the rectangles and the connecting lines darker.
7. If necessary, rearrange the rectangles in such a way that the connecting lines are
short and the diagram compact.
4.Tree Diagram
Purpose
The purpose of the tree diagram is to explore ways and means to achieve an
objective, develop a list of alternate means to reach the desired situation in a
sequential order and to present them in a visual form.
Procedure
This tool like other tools in the „new seven‟ is a group tool. A brainstorming
session is necessary to collect a large number of ideas for the means to achieve the
objective. The rules of brainstorming should be observed to get the best results from
the tool. The steps in the procedure to develop a tree diagram are :
1. Identify a high priority problem that needs to be solved at the earliest. Prepare an
objective statement describing the desired situation or the target solution.

2. Decide the appropriate form of the diagram - cascade or tree as well as direction of
flow after a brief discussion. Place the target solution in the dark rectangle.
3. Brainstorm to identify the primary means to achieve the objective. Arrange them in
an appropriate order keeping in mind the likely interrelations between them and place
them in rectangles at the first level.
4. For each of the primary means, identify secondary means which would be necessary
to attain those means. Arrange them in next level boxes.
5. Identify tertiary means required to attain each of the secondary means and place
them in a proper order in the next level boxes.
6. Continue the process till the group feels that the end of the line has been reached.
7. If a lower level means is required to attain two higher level means, it may be
connected to both. Rearrange the boxes if necessary to make this possible.
8. Brainstorm to reach a consensus on the relative importance of the last level means
to priorities action.
Application
The most important application of the tree diagram is for devising solutions for
problems. It helps one todevelop a systematic step by step strategy to achieve an
objective. It is also useful in monitoring the implementation of solutions by taking care
of accomplishment of means at different levels.

2. Discuss process capability and explain the relationship of seven quality tools
for variables
1. Flow diagram
2. Check sheets
3. Histogram
4. Pareto diagram
5. Cause and effect diagram
6. Scatter diagram
7. Control chart
Relationship B/w seven Qc tools and PDCA cycle

1. Flowchart: A flowchart can help identifying possible points in a process where
problems occur. It‟s mapping tool show the sequence of actions within a process, and
easy to communicate.
A flow chart is a pictorial representation showing all of the steps of a process
Fig 1.1 flow chart Representation

The following steps are involved to construct a flow chart:

 Decide on the process to be investigated.
 Explain the start, end and calculations of the process
 List out the steps by determining activities, decisions, inputs and outputs of
 process.
 Using the standard symbols create a flow chart for operations.
 Compare the flow chart with the actual process.
2. Check Sheets:
 A tool for recording and organizing data to identify a problem.
 Check sheets are forms used to summarize a tally count of event occurrences.
 Count the number of occurrences, such as defects, for an event ( inspection,
audit, etc.)
Construction of check sheet:
 Design the check sheet for a given application.
 Record the data in space provided (place an “X” or other mark for each
Occurrence).
 Determine a data and analyzed
 Draw a format to record data
 Collect and record data problem by apply a lines.
 Start counting by tallying on the list, I, II, III, IIII, IIII, represent the numbers
 1, 2,3,4,5 respectively.
Types of Check Sheets:
 Process distribution check sheet
 Defective item check sheet
 Defect location check sheet
 Defect factor check sheet
1. Process distribution check sheet
It‟s sued to collect on process variability
2. Defective item check sheet
It‟s intended to specify the variety of defects occurring, with their frequency of
occurrence.
3. Defect location check sheet:
To identify where defects occur on the product
4. Defect Factor check sheet:

To monitor the input parameters in process that include after the incidence of defects.
3. Histogram:
 A chart of an empirical frequency distribution. It is bar chart/diagram showing a
distribution of Variable quantities or characteristics.
 It is used for frequency distribution of the numerical data.
 Data‟s are displayed as a series of rectangles of equal width and varying heights.
When we Use it?
 Histograms are a graphic representation of the frequency of occurrence sorted
into categories of defined range.
 Helpful for displaying the distribution of data columns relative to another.
Constructing of histogram:
 Determine the amount of data to be collected.
 Determine the number of columns or categories to be used
 Collect and record data (use a check sheet).
 Prepare the graphic (title, labels, scales, categories).
 Graph the data (plot as bar graph).
 Determine the range of data.
 Range= Highest value-Lowest value
Divide the data values in groups or classes and count the number of values in each
class. Table shows the References to divide the data values.

Guidelines to form classes Interpretations of histogram
4. Pareto analysis:
A Pareto diagram is a diagnostic toll commonly for separating the vital few causes that
account for a dominant share of quality loss. This Technique is used for classifying
problem areas according to degree of importance, and focusing on the most important.
Pareto charts are used to identify and prioritize problems to be solved.

Pareto diagram is a tool useful in identifying and focusing attention on the most critical
problem areas. The Pareto concept states that “relatively few factors generally account
for a large percentage of the total problems. Pareto charts prioritize data from highest
occurrence to lowest. They identify the “vital few” categories that account for the largest
relative frequencies and separate the “trivial many.” Depict the “80/20 rule” (Vilfredo
Pareto) which is 20% of the actors account for 80% of potential problems.
How can use it?

Pareto analysis can be used in wide range of situations where can need to priorities
problems based on its relative performance. It‟s a risk assessment technique from
activity level to system level.
Construction of Pareto analysis:
 Rank order the columns or categories of data (start with the highest occurrences
column on the left and proceed to the right, down Prepare the graphic (arrange
the categories to match the frequencies).
 Calculate and place on the graphic a relative frequency line above the data to the
lowest occurrence). columns or categories (calculate the % of each category
and graph the cumulative percentage).
CAUSE ND EFFECT DIAGRAM :

Cause and effect diagram is a graphical-tabulation chart to list and analyze the potential
causes of a given problem.
The cause and effect diagram is also called the Ishikawa diagram or the fishbone
diagram.

How can use it?

o It is a tool for discovering all the possible causes for a particular effect.
o To analyze cause and effect relationships.
o To standardize existing proposed operations
o To educate and train personnel in decision –making and correction
activities.
The major purpose of this diagram is to act as a first step in problem solving by creating
a list of possible causes
.
CONSTRUCTING A CAUSE AND EFFECT DIAGRAM

 First, clearly identify and define the problem or effect for which the causes must
be identified. Place the problem or effect at the right or the head of the diagram.
 Identify all the broad areas of the problem.
 Write in all the detailed possible causes in each of the broad areas.
 Each cause identified should be looked upon for further more specific causes.
 View the diagram and evaluate the main causes.
 Set goals and take action on the main causes.

Scatter Diagrams:
 Scatter Diagrams are used to study and identify the possible relationship
between the changes observed in two different sets of variables.
 Useful in the quantitative analysis of data to see how a variable behaves relative
to another variable.
 Supplies the data to confirm a hypothesis that two variables are related.
Constructing A Scatter Diagram

 First, collect two pieces of data and create a summary table of the data.
 Draw a diagram labelling the horizontal and vertical axes.
 It is common that the “cause” variable be labelled on the X axis and the “effect”
variable be labelled on the Y axis.
 Plot the data pairs on the diagram.
 Interpret the scatter diagram for direction and strength
Control Chart : A statistical chart of time ordered values of a sample statistics

– Control charts are used to determine whether a process will produce a product or
service with consistent measurable properties.
– The control chart can be used to check whether the process is being controlled
statistically.
– A histogram gives a status picture whereas control chart shows dynamic
performance.
– The chart consists of three horizontal lines remain constant over time: a center,
lower control limit (LCL), and upper control limit (UCL). The centre is usually
design the normal design value. The UCL and LCL are generally set + 3 standard
deviations of the sample means.

Types of control charts:

1. Control charts for variables: To measure data such as time, length, temperature,
weight, pressure, etc.
2. Control chart for characteristics: for quantifiable data such as number of defects,
typing error in a report, etc.
Construction of control chart:
 Determine the purpose of the chart. Select the quality characteristics to be
charted.
 Decide on a subgroup size.
 Construct or obtain the appropriate data collection sheets and control chart
forms.
 Record the data
 Calculate p (percent) for each sample.
 Calculate p-bar.
 Calculate UCL and LCL.
 Plot p-bar, UCL and LCL.
 Plot the p values.
 Initiate corrective action when plotted values fall outside either of the
3. Discuss the various Benchmarking process in an organization.
The Process of measuring performance against the best in the same or another industry.
Benchmarking Process usually involves the following steps:

1. Identify a critical process usually that needs improvement (Example : order

entry, distribution, service after sale).
2. Identify an organization that excels in the process, preferably the best.
3. Contact the benchmark organization, visit, and study the benchmarking
activity.
4. Analyze the data.
5. Improve the critical process at your own organization
6. Identify an organization that excels in the process, preferably the best.
4. Explain the Benchmarking process. What is benchmarking and why do the

organizations adopt this technique?
Benchmarking concept

OBJECTIVES OF BENCHMARKING (REASONS)
 Benchmarking aims at a goal setting process to facilitate comparison with the

best.
 Motivating stimulating employees for the goal of continuous quality improvement
 Aims at external orientation of the organization
 Identifying a technological break-through
 Aims at searching for industry training.
Phase I: planning
The planning phase involves three steps:
 What is to be benchmarked?
 What shall we compare?
 How will the data be collected?
Step I: What can be benchmarked?
Benchmarking can be applied to any business or production process. Determine
which functions, tasks, processes, or activities within the own organization will be
subjected to benchmarking. Appoint a benchmarking team will pilot the activity within
the organization.
Step II: What‟s going to compare?

Identify the world-class companies or edge level that‟s have similarities of products or
process Important criteria for the selection of benchmark partners are:
(i) Be outstanding (performance well)
(ii) competitiveness of activities;
(iii) availability of reliable information about partners
step III: Determine data collection metal about the partners.

 Gather both qualitative and quantitative data about the performance of partners
based on interviews,surveys & technical magazines.
 Examine the process and underlying working methods of partners
Phase II : Analysis
The analysis phase involves a careful understanding of current process as well
as benchmarking partner‟s steps. The phase consists of two steps:
Step 4: Determine the current performance gap

 Determine the gap between the performance level of organization and of its
benchmark partner.
 After the data is gathered, measure & analyze data of the own organisation.
Based on this determine
 the current performance gap between the own organization and benchmark
partner.
 Document the differences in underlying workings methods.

Step 5: project future performance level

The gap is a projection of performance. Therefore the performance will change in
industry practices change.
Phase III: Integration

Integration is the process of using benchmark findings to get operational targets for
change. It involves careful planning to incorporate new practices in the operation and
ensures that benchmarking findings are incorporated in all formal planning process.
This phase consists of the following two steps.
Step 6: communicate benchmark findings and gain acceptance

Demonstrate the benchmark findings to the management for their acceptance
Communicate the benchmark findings for all organizational levels to obtain support,
commitment and ownership.
Step 7: Establish functional goals

On the basis of communicated data and acceptance of analysis, establish functional
goals and achieve them through benchmarking process
Phase IV: Act ion

The action phase encompasses the following three steps:
Step 8: Develop action plans
 Transform the functional goals into concrete action plans.
 The action plans should answer the following questions: When should, which
action, with which, goal be implemented?;
 How can changes successfully implemented?; Who does that?; In which way?;
Who is responsible for the implementation of the different actions?.
Step 9: Implement specific actions and monitor the progress
 This step relates to the execution of improvement actions and introduction of
changes.
 Constantly monitor the implementation of actions for successful execution.
Step 10: Recalibrate benchmarks
To updating may require the recalibration of the competitive benchmarking data. Since
benchmarking is a continuous quality improvement tool, recalibrate the benchmarks
again and again.
Phase V: Maturity
Maturity phase would be reached when best industry practices are incorporated all
business Processes. This maturity phase is reached through the following two steps:
Step 11: Attain the leadership position

Step 12: Integrate practices into the process

5. Explain the relevance of 6-sigma concept in achieving quality output in a

Process & Give example of six-sigma concept?
Six sigma is described by acronym DMAIC. In DMAIC,
D- Define
M- Measure
A- Analyze
I -Improve
C- Control
DMAIC MODEL
1. Define
Define is the first step of DMAIC. The definition step identifies activities and
quality tools.
Define Activities:
 Identify project, champion and project owner
 Determine customer requirements and critical to quality(CTQs)
 Define problem, objective, goals and benefits
 Define stakeholder/resource analysis
 Develop project plan
Define quality tools:
 Project charter and plans
 Effort/impact analysis
 Process mapping
 Tree diagram
2. Measure
It‟s enabling to quantify and benchmark the process using actual data
Measure Activities:
 Define project scope
 Select output characteristic (Y‟s)
 Determine project critical Xs and Ys

 Assess performance specification

 Validate measurement systems
 Establish initial capability (Y‟s)
 Determine process capability
Measure Quality tools:
 Quality function deployment(QFD)
 Measurement system analysis (MSA)
 Chech sheet
3. Analyze
It‟s necessary to analyze the process applying statistical tools.
Analyze activities:
 Define performance objectives
 Analyze sources of variability
 Determine root causes using data
Analyze quality tools:
 Statistical analysis of data
 Cause and effect or event diagram
 Histogram
 Pareto diagram
 Run chart
 Scatter diagram
4. Improve
To fix and preventing the problems for designing and creative solutions.
Improve activities:
 Develop solution alternatives
 Screen potential causes
 Identify appropriate operating conditions
 Implement solution
 Determine solution effectiveness using data
 Improve quality tools:
 Design of experiments (DOE)
 Brain storming
 FMEA (failure Mode effect analysis)
5. Control:
Success is the control step depends on previous steps. Tools are put in place to
process improvement gains are maintained.
Control activities:
 Determine process capability (X‟s)
 Realize benefits of implementing solution
 Close project and communicate results
Control quality tools:
 Statistical process control (SPC)
 Out of control action plan (OCAP)
 Design changes to eliminate the defect
Concept of Six Sigma:

The organization moves towards Six Sigma quality,

 Reduce production and development costs
 Reduce cycle times and inventory levels
 To produce goods and services at a Six Sigma level.
 To eliminate defects
 To increase profit margin and improve customer satisfaction
Application: Useful in any enterprise that provides products or services for companies
UNIT IV
TQM TOOLS AND TECHNIQUES II

PART A
1. What is a QFD?
Quality Function Deployment is a planning tool used to fulfill customer expectations. It is
a disciplined approach to product design, engineering, and production and provides in-
depth evaluation of a product.
2. What are the benefits of QFD?
I.Customer driven
ii.Reducesi implementation time
iii.Promotes teamwork
iv. Provides documentation
3. What are the steps required to construct an affinity diagram?
I.Phrase the objective
ii.Record all responses
iii.Group the responses
iv. Organize groups in an affinity diagram
4. What are the parts of house of quality?
I.Customer requirements
ii.Prioritized customer requirements
iii.Technical descriptors
iv.Prioritized technical descriptors
v.Relationship between requirements and descriptors
vi. Interrelationship between technical descriptors
5. How will you build a house of quality?
a)List customer requirements
b)List technical descriptors
c)Develop relationship matrix between WHATs and HOWs
d)Develop an interrelationship matrix between HOWs
6. What are the goals of TPM?

The overall goals of Total Productive Maintenance, which is a extension of
TQM are
i. Maintaining and improving equipment capacity
ii. Maintaining equipment for life
iii. Using support from all areas of the operation
iv. Encouraging input from all employees
v. Using teams for continuous improvement.
7. What are the major loss areas?

i. Planned downtime

ii. Unplanned downtime

iii. Idling and minor stoppages
iv. Slow-downs
v. Process nonconformities
vi. Scrap
8. What are the phases of QFD process?
i. Product planning
ii. Part development
iii. Process planning
iv. Production planning
9. Define TPM?
TPM means Total Productive Maintenance
Total = All encompassing by maintenance and production individuals working together.
Productive = Production of goods and services that meet or exceed customer‟s
expectations.
Maintenance = Keeping equipment and plant in as good as or better than te original
condition at all times
10. What is cost appraisal?
Appraisal costs are the cost that are incurred in assessing that the Products/services
conform to the requirements.
PART B

1.Explain Quality function Deployment in detail.
Quality Function Deployment is a planning tool used to fulfill customer expectations.

Quality Function Deployment focuses on customer expectations or requirements, often
referred to as voice of the customer.Quality Function Deployment is a team-based
technique that provides a means of identifying and translating customer requirements
into technical specifications for product planning, design, process, and production.
The term Quality Function Deployment is a loose translation from the Japanese name
for this methodology (quality), (function), (deployment) The methodology consists of a
structured procedure that starts with the qualities desired by the customer, leads
through the functions required to provide these products and/or services, and identifies
the means for deploying the available resources to best provide these products and/or
services.
Implementation
The QFD methodology is implemented via the following sequential steps:
1. The Objective Statement - identification of the customer, their requirements, and the
goal of the QFD team.
2. The What‟s - identification of the characteristics of the product and/or services
desired by the customer.
3. The How‟s - identification of the ways of achieving the Whets.
These steps are applied across the sequential phases of a product/service development
cycle: product/service planning, design is planning, process planning, and production
planning. For each phase, a matrix is used to map from the desired characteristics (the
Whets) to the options for meeting these characteristics (the Haws) for example, in
phase 1 the are the customer requirements and act as the matrix inputs. The matrix
outputs for phase 1 are the product/service design specifications,
QFD TEAM:
There are two types of teams namely
1. Team for designing a new product
2. Team for improving an existing product
BENEFITS OF QFD :
1. Improves Customer satisfaction
1. Creates focus on customer requirements
2. Uses competitive information effectively
3. Prioritizes resources
4. Identifies items that can be acted upon
2. Reduces Implementation Time

1. Decreases midstream design changes

2. Limits post introduction problems
3. Avoids future development redundancies
3. Promotes Team Work
1. Based on consensus
2. Creates communication
3. Identifies actions
4. Provides Documentation
1. Documents rationale for design
2. Adds structure to the information
3. Adapts to changes (a living documentation
House of Quality:
The primary planning tool use of QFD in house of quality are It covers the voice of the
customer into product design characteristics Uses a series matrix diagram, also known
as quality tables that resembles connected houses
The Steps In Building a House of Quality are :

1. List Customer Requirements (WHAT‟s)
2. List Technical Descriptors (HOW‟s)
3. Develop a Relationship Matrix Between WHAT‟s and HOW‟s
4. Develop an Inter-relationship Matrix between HOW‟s
5. Competitive Assessments
a. Customer Competitive Assessments
b. Technical Competitive Assessments
6. Develop Prioritized Customer Requirements
7. Develop Prioritized Technical Descriptors.
2. Discuss about Basic structure of House of quality.

The first phase in the implementation of the Quality Function Deployment process
involves putting together a "House of Quality.
The first phase in the implementation of the Quality Function Deployment process
involves putting togethera "House of Quality"
Step 1: Customer Requirements - "Voice of the Customer"

1. The exterior wall of the house are customer requirement
2. On left side, voice of the customer, i.e. what the customer expect from the
product
Step 2: (prioritized customer requirements)
1. On right side, the prioritized customer requirements or planning matrix are listed.

2. Listed items include customer benchmarking, customer importance rating, target

value.
Step 3: Technical descriptors:
Second floor or ceiling of the house contains the technical descriptors.
Product design characteristics, expressed in engineering terms.
Step 4: Relationship Matrix

The relationship matrix is where the team determines the relationship between
customer needs and the company's ability to meet those needs. The team asks the
question, "what is the strength of the relationship between the technical descriptors and
the customer‟s needs?" Relationships can either be weak, moderate, or strong or carry
a numeric value of 1, 3 or 9.
Step 5: trade-off matrix:
The roof of the house is the interrelationship between technical descriptors‟.
Step 6: Technical Descriptors - "Voice of the Engineer"
The technical descriptors are attributes about the product or service that can be
measured and benchmarked against the competition. Technical descriptors may exist
that your organization is already using to determine product specification, however new
measurements can be created to ensure that your product is meeting customer needs.
3. Explain the procedure to construct a 'House of Quality'.
Step 1: Customer Requirements - "Voice of the Customer"

The first step in a QFD project is to determine what market segments will be analyzed
during the process and to identify who the customers are. The team then gathers
information from customers on the requirements they have for the product or service. In
order to organize and evaluate this data, the team uses simple quality tools like Affinity
Diagrams or Tree Diagrams.
Step 2: Regulatory Requirements
Not all product or service requirements are known to the customer, so the team must
document requirements that are dictated by management or regulatory standards that
the product must adhere to.
Step 3: Customer Importance Ratings
On a scale from 1 - 5, customers then rate the importance of each requirement. This
number will be used later in the relationship matrix.
Step 4: Customer Rating of the Competition

Understanding how customers rate the competition can be a tremendous competitive

advantage. In this step of the QFD process, it is also a good idea to ask customers how
your product or service rates in relation to the competition. There is remodeling that can
take place in this part of the House of Quality. Additional rooms that identify sales
opportunities, goals for continuous improvement, customer complaints, etc., can be
added.
Step 5: Technical Descriptors - "Voice of the Engineer"
The technical descriptors are attributes about the product or service that can be
measured and benchmarked against the competition. Technical descriptors may exist
that your organization is already using to determine product specification, however new
measurements can be created to ensure that your product is meeting customer needs.
Step 6: Direction of Improvement

As the team defines the technical descriptors, a determination must be made as to the
direction of movement for each descriptor.
Step 7: Relationship Matrix
The relationship matrix is where the team determines the relationship between
customer needs and the company's ability to meet those needs. The team asks the
question, "what is the strength of the relationship between the technical descriptors and
the customer‟s needs?" Relationships can either be weak, moderate, or strong and
carry a numeric value of 1, 3 or 9.
Step 8: Organizational Difficulty
Rate the design attributes in terms of organizational difficulty. It is very possible that
some attributes are in direct conflict. Increasing the number of sizes may be in conflict
with the company‟s stock holding policies.
Step 9: Technical Analysis of Competitor Products
To better understand the competition, engineering then conducts a comparison of
competitor technical descriptors. This process involves reverse engineering competitor
products to determine specific values for competitor technical descriptors.
Step 10: Target Values for Technical Descriptors
At this stage in the process, the QFD team begins to establish target values for each
technical descriptor. Target values represent "how much "for the technical descriptors,
and can then act as a base-line to compare against.
Step 11: Correlation Matrix
This room in the matrix is where the term House of Quality comes from because it
makes the matrix look like a house with a roof. The correlation matrix is probably the
least used room in the House of Quality; however, this room is a big help to the design
engineers in the next phase of a comprehensive QFD project.
4.Explain the various types of maintenance.

1. Breakdown maintenance :
It means that people waits until equipment fails and repair it. Such a thing could be used
when the equipment failure does not significantly affect the operation or production or
generate any significant loss other than repair cost.
2. Preventive maintenance (1951):
It is a daily maintenance (cleaning, inspection, oiling and re-tightening ), design to retain
the healthy condition of equipment and prevent failure through the prevention of
deterioration, periodic inspection or equipment condition diagnosis, to measure
deterioration. It is further divided into periodic maintenance and predictive maintenance.
Just like human life is extended by preventive medicine, the equipment service life can
be prolonged by doing preventive maintenance.
2.a. Periodic maintenance ( Time based maintenance - TBM) :

Time based maintenance consists of periodically inspecting, servicing and cleaning
equipment and replacing parts to prevent sudden failure and process problems.
2.b. Predictive maintenance :

This is a method in which the service life of important part is predicted based on
inspection or diagnosis, in order to use the parts to the limit of their service life.
Compared to periodic maintenance, predictive maintenance is condition based
maintenance. It manages trend values, by measuring and analyzing data about
deterioration and employs a surveillance system, designed to monitor conditions
through an on-line system.
3. Corrective maintenance :
It improves equipment and its components so that preventive maintenance can be
carried out reliably. Equipment with design weakness must be redesigned to improve
reliability or improving maintainability Powered by TSS.
4. Hinshitsu Hozen (or) Quality Maintenance:
Hinshitsu Hozen which is Japanese means maintenance is aimed towards customer
delight through highest quality through defect manufacturing Quality maintenance
activities are set equipment conditions that preclude activities based on the basic
concept of maintaining perfect equipment to maintain perfect quality of products.
5. Development management:
Development management is also known as early management of new equipment. The
objective of development management is to establish are
1. New product or equipment development
2. Start-up, commissioning and stabilization time for quality and efficiency.
6. Education and Training

1. The goal of education and training is have multi-skilled revitalized employees whose
morale is high who are target to come & work and perform all required functions
effectively and independently.
2. Focus is on achieving and sustaining zero losses due to lack of
knowledge/skills/techniques.
7. Safety, Health, and Environment:
The target of the society, health and environment pillar is:
1. Zero accidents
2. Zero health damage,
3. Zero fires
The focus is creating a safe work place and surrounding areas that are not damaged by
our process or procedures.
8. Office TPM:
Office TPM focuses on improving the productivity and infusing efficiency in the
administrative support functions of the organizations by identifying and eliminating
losses.
5. Steps in introduction of TPM in a organization :
Step A - PREPARATORY STAGE:

STEP 1 - Announcement by Management to all about TPM introduction in the
organization :
Proper understanding, commitment and active involvement of the top management in
needed for this step. Senior management should have awareness programmers, after
which announcement is made to all. Publish it in the house magazine and put it in the
notice board. Send a letter to all concerned individuals if required.
STEP 2 - Initial education and propaganda for TPM : Training is to be done based on
the need. Some need intensive training and some just an awareness. Take people who
matters to places where TPM already successfully implemented.
STEP 3 - Setting up TPM and departmental committees:
TPM includes improvement, autonomous maintenance, quality maintenance etc., as
part of it. When committees are set up it should take care of all those needs.
STEP 4 - Establishing the TPM working system and target :
Now each area is benchmarked and fix up a target for achievement.
STEP 5 - A master plan for institutionalizing:
Next step is implementation leading to institutionalizing wherein TPM becomes an
organizational culture. Achieving PM award is the proof of reaching a satisfactory level.
STEP B - INTRODUCTION STAGE

This is a ceremony and we should invite all. Suppliers as they should know that we want
quality supply from them. Related companies and affiliated companies who can be our
customers, sisters concerns etc. Some may learn from us and some can help us and
customers will get the communication from us that we care for quality output.
STAGE C - IMPLEMENTATION
In this stage eight activities are carried which are called eight pillars in the development
of TPM activity. Of these four activities are for establishing the system for production
efficiency, one for initial control system of new products and equipment, one for
improving the efficiency of administration and are for control of safety, sanitation as
working environment.
STAGE D - INSTITUTIONALISING STAGE
By all their activities one would has reached maturity stage. Now is the time for applying
for PM award. Also think of challenging Organization Structure for TPM Implementation.
5.Explain quality costs
The Categories of Quality Cost:

Many companies summarize quality costs into four broad categories. They are,
a) Internal failure costs - The cost associated with defects that are found prior to
transfer of the product to the customer.
b) External failure costs - The cost associated with defects that are found after product
is shipped to the customer.
c) Appraisal costs - The cost incurred in determining the degree of conformance to
quality requirement.
d) Prevention costs - The cost incurred in keeping failure and appraisal costs to a
minimum. Sometimes we can also include the hidden costs i.e., implicit costs.

Emerging Quality Cost Model
Higher quality doesn't mean higher costs

The companies estimate quality costs for the following reasons :
a) To quantifying the size of the quality problem in the language of money improves
communication between middle managers and upper managers.
b) To identify major opportunities for cost reduction.
c) To identify the opportunities for reducing customer dissatisfaction and associated
threats to product availability.

UNIT- V
QUALITY SYSTEMS
PART– A
1. What do you mean by the term quality system?

The quality system is the organizational structure, responsibilities, procedures,
processes and resources for implementing quality management.
2. What is ISO?
ISO (International organization for standardization) is a specialized agency for
standardization. The primary objective of ISO is coordination and unification of
international standards.
3. What is the difference between ISO 9000 and ISO 14000?
ISO 9000 has become an international reference for quality management requirement
in business-to-business dealing.
ISO 14000 is for environmental management requirements.
4. What is the need for the quality system in an organization?
ISO 9000 quality system is needed:
To achieve, maintain and seek to continuously improve product/service quality.
To improve the quality of operations to continually meet customers‟ and stockholder‟s
stated and implied needs.
5. What is the function of ISO 9000 family?
The ISO 9000 family is primarily concerned with quality management. This means what
the organization does to fulfill:
The customer‟s quality requirements
Applicable regulatory requirements , while aiming to enhance customer satisfaction
Achieve continual improvement of its performance in pursuit of these objectives.
6. What is ISO 9000:2000?
The ISO 9000 standards are collections of formal international standards, technical
reports,handbooks and web based documents on quality management and quality
assurance.
7. Who is responsible for developing the ISO 9000 standards?
ISO technical committee and its sub-committees are responsible for the development
of the standards. The work is conducted on the basis of consensus among quality and
industry experts nominated by the national standards bodies, representation or a wide
range of interested parties.
8. Where we can apply the ISO 9000 series of standards?
ISO 9000 series of standards are applied to any organization, large or small, whether its
product, and whether it is a business enterprise, a public administration or a
government department.

9. Name the ISO series of standards.

ISO 9000:2000 Quality Management System: Fundamentals and Vocabulary.
ISO 9001:2000 Quality Management System: Requirements.
ISO 9000:2000 Quality Management System: Guidelines for performance
Improvement.
10. Differentiate between ISO 9001 and ISO 9004.
ISO 9001 is the only standards in the family of ISO 9000 standards that can be used for
registration or certification. ISO 9004 is a guidance standard and are not meant for
certification.
PART – B (16 MARKS)

1. Explain the documentation process in ISO 9000:2000 system.
Documentation of quality system:
Necessity for documentation:
The proper documentation is the pre-requisite for implementing quality system.
The documentation serves as a reference for the management, the staff and other
agencies whose involvement is essential for implementation of the quality system.
Advantages of having a documented quality system:
1. Documentation
2. Serves as a reference
3. Brings about clarity of objectives and targets
4. Provides standardization in work procedures
5. Develops confidence among employees
6. Generates customer‟s confidence
7. Provides a basis for continuous improvement
Documents to be prepared:
The documents requires by most organization are:
1. Quality policy manual
2. Quality system procedures(QSPs)
3. Work instructions(WIs)
4. Record/Formats/Forms
The above system documentation can be viewed as a documentation hierarchy or
pyramid containing four levels as shown in figure:

Quality policy manual

Quality policy manual is the first level of documentation. This is the document that
defines
„what will be done‟ and „why‟.The „why‟ can be stated just once as quality policy
statement. This statement should be a short andsimple definition of the organization‟s
quality intentions.
The remainder of the policy manual addresses what will be done to comply with the
standard being used.
The policy manual communicates the quality policy and objectives of an organization.
This manual is a living document. Because it reflects the current system being followed
in the organization.
Quality system procedures (QSPs)
The second level of documentation is the quality procedures. These procedures
describe the methods that will used to implement and perform the stated policies.
These procedures define who should perform specific tasks, when the task should be
done, and where documentation will be made.
The documents collectively define the organization‟s operations from receiving an
enquiry to delivering a completed product or service. These procedures are confidential
documents of the organization and therefore need not be revealed to outsiders.
Work Instruction (WIs)
This third level of documentation is generally company specific. It gives details of how
individual work processes (for example, machining, welding, casting, etc.) are carried
out within a company.
Work instructions should also specify how work should be done; who should undertake
the work and what records are to be maintained. The work instruction should be in the
form of a detailed drawing, recipe, routing sheet, specific job function, photograph,
video, or simply a sample for comparison of conformity.

The work instructions should be written by the employee who performs the task.
Records/Formats/Forms
Records may be forms that are filled out, at stamp of approval on a product of a
signature and date on some type of document.
Records are used to provide traceability of actions taken o a specific product or batch of
products.Records provide evidence of activity having been performed in compliance
with quality system procedure.
Benefits of Documentation:
The documentation of quality systems serves the following benefits:
a. Documentation regularizes the method of performing the day to day
activities.
b. provides formats for standardizing practices.
c. provides reference for assessing degree of enforcement in practice.
d. facilities troubles shooting for tracing back on the processes.
e. demonstrates the ISO quality system certification.
2. Explain in detail about the quality auditing.

Quality Auditing:
Quality auditing is carried out in order to verify whether a quality system is effective and
suitable.
Definition: A quality system audit is defined as “a systematic and independent
examination to determine whether quality activities and related results comply with
planned arrangements. Whether these arrangements are implemented effectively and
whether these are suitable to achieve objectives”.
Features of Quality Audits:
The quality audit applies to quality system or elements such as processes, products or
services.
Quality audits are carried by staff who are not directly responsible in the areas being
audited.
Quality audits may be conducted by for internal or external purposes.
Quality audit is an information gathering activity.
Types of Audits:
The general classification of audits is given below:
1. First party audit (or internal audit): This refers to an internal audit where the auditee is
its own client, i.e., audit is done by an organization, working on itself.
2. Second party audit: This refers to audit by one organization on another organization
(auditee). This type of audit is normally done on a supplier by a customer.
3. Third party audit: This refers to audit by an independent organization on a supplier,
for accreditation assessment purposes.
Objectives of quality audits (need for quality audits):
The objectives of quality audit programs are:

1. To determine the conformity or non conformity of the quality system elements with
regard to specified requirements.
2. To determine the effectiveness of the implemented quality system in meeting
specified quality objectives.
3. To meet regulatory requirements, if applicable.
4. To permit the listing of the audited organization‟s quality system in a register for third
party certifications.
5. To evaluate an organization‟s own quality system against a quality system standard.
Stages of an Audit:
The four stages of the auditing are:
Stage 1: Audit planning
1. Audit schedules: It is a matrix of the timings, which details when each audit element
is to be checked throughout the year.
2. Audit personnel: It refers to the appointment of an auditor.
3. Notification to the auditee: This is the formal and timely request by audit to auditee for
making available all the quality system documents relevant to the audit.
4. Preparation of checklist: This lists all specific questions to be asked during audit.
Stage 2: Audit performance
1. Opening/entry meetings: Opening meeting is organized to initially brief the auditee
about the scope of audit.
2. Audit process: Audit is run to schedule and should cover entire scope, as planned.
Regular liaison meeting should be held.
3. Audit deficiencies: During auditing, clear and precise discrepancy reports are raised.
All discrepancies should be based on sound and objective evidence.
Stage 3: Audit reporting
Audit reporting deals with the recording of any non conformity and submersing the audit
findings.
The audit report may contain:
1. Identification of the reference documents against which audit is conducted,
company‟s quality manual, etc
2. Observations of non conformities.
3. Corrective action requests.
3. Explain about QS 9000-Automative quality management systems.
QS 9000:
QS9000 is a set of quality system requirements recently adopted by members of the
automotive industry.
QS 9000 focuses on helping automotive suppliers to ensure that they are
meeting/exceeding automotive customer requirements.
QS 9000 is now being replaced by a newer related standard called ISO/TS 16949. TS
16949 contain all of ISO 9000, QS 9000 and many European standards.
Objectives of QS 9000:

The objective of QS 9000 is to develop fundamental quality systems based on

continuous improvement, direct prevention, reduction of variation and waste elimination
in the automobiles supply chain.
Application of QS 9000:
QS 9000 can be applied to all internal and external suppliers of:
1. Production materials
2. Production or service parts
3. Heat treating, painting, plating or finishing services
Content of QS 9000 (Structure of QS 9000):
QS 9000 standards can be divided into three sections. They are:
Section 1: ISO 9000 based requirements
The section 1 requirements include the exact text of ISO 9001 with the addition of
automotive/heavy trucking requirements.
Section 2: Automotive sector specific requirements
This section includes common requirements for all automotives supplies, agreed by the
„Big three‟(i.e., Chrysler, Ford Motor, and General Motors)
The sector specific requirements are:
1. Production part approval process (P-PAP)
2. Continuous improvement
3. Manufacturing capabilities (such as facilities planning, mistake proofing and tooling
management).
Section 3: Customer specific requirements
This section deals with the specific requirements of each customer over
Documents required for QS 9000 Programmers:
The minimum seven documents required for the QS 9000 program are:
1. QS 9000 quality system requirements
2. Advanced product quality planning(APQP) and control plan
3. Failure mode and effects analysis(FMEA)
4. Measurement system analysis
5. Fundamental statistical process control
6. Production part approval process (PPAP) manual
7. Quality system Assessment (QSA) manual
4.Discuss about the benefits of ISO 14000.
The benefits of implementing ISO 14000 quality system can be viewed in two
categories:

1. Global benefits
2. Organizational benefits
Global benefits:
a. To facilitate trade and remove trade barriers
b. To improve environmental performance of planet earth
c. To build consensus that there is a need for environmental management
Organizational benefits:
a. Satisfying customer requirements
b. Assuring customers of a commitment to environment management
c. Maintaining a good relationship with public/community/society
d. Improving access to capital by improving the confidence of the investors
e. Satisfying insurance criteria and obtaining insurance at reasonable cost
f. Reducing incidents that results in liability
g. Facilitating the attainment of permits and authorization
h. Conserving input resources
i. Improving industry/government relations
j. Improving teamwork
5. Discuss about the benefits of ISO 9000 standards.

Achievement of international standard of quality.
a. Value for money.
b. Customer satisfaction.
c. Higher productivity.
d. Increased profitability
e. Improved corporate image
f. Access to global market
g. Growth of the organization
h. Higher morale of employees
6.How quality management system is implemented?
1. Top Management Commitment

2. Appoint the Management Representative
3. Awareness
4. Appoint an Implementation Team
5. Training
6. Time Schedule
7. Select Element Owners

8. Review the Present System

9. Write the Documents
10. Install the New System
11. Internal Audit
12. Management Review.

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S.K.P.

Engineering College, Tiruvannamalai VII SEM

SKP Engineering College

Total Quality Management

Dr.R.Manimaran and Mr.A.Veeramani

Mechanical Engineering Department

Mechanical Engineering Department 1 Total Quality Management

This is to Certify that the Electronic Study Material

Subject Code: GE6757

Subject Name: Total Quality Management

Signature of the Author

Name: Dr.R.Manimaran and Mr.A.Veeramani

Designation: Assistant Professor

Signature of HD Signature of the Principal

Name: Dr.J.Kuberan Name: Dr.V.Subramania Bharathi

Mechanical Engineering Department 2 Total Quality Management

GE6757 TOTAL QUALITY MANAGEMENT LTPC3003

To facilitate the understanding of Quality Management principles and process.

UNIT II TQM PRINCIPLES 9

UNIT III TQM TOOLS AND TECHNIQUES I 9

UNIT IV TQM TOOLS AND TECHNIQUES II 9

UNIT V QUALITY SYSTEMS 9

Mechanical Engineering Department 3 Total Quality Management

S.No Particulars Page

Mechanical Engineering Department 4 Total Quality Management

3. What are the Dimensions of Quality?

4. Give the Basic Concepts of TQM?

5. State Deming Philosophy?

6. Give the Principles of TQM?

7. Give the Obstacles associated with TQM Implementation?

8. Give the Analysis Techniques for Quality Costs?

9. Define Quality Costs?

10. Give the primary categories of Quality cost?

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2. Discuss about the dimensions of quality.

Mechanical Engineering Department 6 Total Quality Management

3. What are the basic concepts of TQM?

TQM Basic Concepts:

1. A Committed and involved management to provide long-term top-to-bottom

2. An unwavering focuses on the customer, both internally and externally.

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3. Effective involvement and utilization of the entire work force.

4. Continuous improvement of the business and production process.

5. Treating suppliers as partners.

6. Establish performance measure for the processes.

4. Give definition for TQM.

Total - Made up of the whole

1. Therefore TQM is the art of managing the whole to achieve excellence.

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5. Explain the 14 principles of Deming.

1. Create and publish the Aims and purposes of the organizations

Management must demonstrate constantly their commitment to this statement. It must

2. Learn the New philosophy

3. Understand the purpose of inspection

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4. Stop Awarding Business Based on Price Alone

5. Improve Constantly and Forever the System

7. Teach and Institute Leadership