ASAN MEMORIAL COLLEGE OF ENGINEERING AND TECHNOLOGY DEPARTMENT OF COMPUTER SCIENCE AND ENGINEERING GE2022-TOTAL QUALITY MANAGEMENT UNIT-I INTRODUCTION TWO MARKS1.Define quality. (i) Quality is defined as fitness for use(Juran). (iii) Quality is defined as conformance to requirements (Crosby). (iv) Quality is totality of the characteristics of entity that bear on its ability to satisfy stated and implied needs(ISO). Quality = Performance x Expectations2.List the dimensions of Manufacturing quality. The dimensions of Manufacturing quality are 1. Performance 2. Futures 3. Conformance 4. Reliability 5. Durability 6. Service 7. Response 8. Aesthetics and 9. Repetition.3.List the dimensions of Service quality. o Reliability o Responsiveness o Assurance o Empathy o Tangibles 4.Define TQM. Total Quality Management is the management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organization and to society. 5. What are the six basic concepts that a successful TQM programme requires? The six basic concepts that a successful TQM programme requires 1. Top management commitment 2. Focus on the customer 3. Effective employee involvement 4. Continuous improvement 5. Treating suppliers as partners and 6. Establishing performance measures
6.Tabulate the tangible and intangible benefits of TQM. Tangible Benefits Intangible Benefits Improved product quality Improved employee participation Improved productivity Improved teamwork Reduced quality costs Improved working relationships Increased market Improved customer satisfaction and customers Improved communication Increased profitability Enhancement of job interest Reduced employee grievances Enhanced problem-solving capacity Better company image. 7.Give the Principles of TQM? Constancy of purpose: short range and long range objectives aligned Identify the customer(s); Customer orientation Identification of internal and external customers Continuous improvement Workflow as customer transactions Empower front-line worker as leader Quality is everybody’s business 8.Give the Obstacles or Barriers associated with TQM Implementation? • Lack of management commitment • Inability to change organizational culture • Improper planning • Lack of continuous training and education • Incompatible organizational structure and isolated individuals and departments • Ineffective measurement techniques and lack of access to data and results. • Paying inadequate attention to internal and external customers. • Inadequate use of empowerment and teamwork. 9.What is the need for quality? Foreign markets have grown • Import barriers and protection are not the answer. Consumers are offered more choices • They have become more discriminating. Consumers are more sophisticated • They demand new and better products.10.What are the pillars of tqm?Problem solving disciplineInterpersonal skillsTeamworkQuality improvement process
11.State the differences between TQM & Traditional Culture. Quality Traditional Culture TQM Culture Element Definition Product Oriented Customer Oriented Priorities Second to service First among equals of and cost service and cost Decisions Short Term Long Term Emphasis Detection Prevention Errors Operations System Responsibility Quality control Everyone Problem Solving Managers Teams Procurement Price Life cycle costs, Partnership Plan, assign, control Delegate, coach, Manager‟s Role facilitate and mentor and enforce12.What do you mean by Quality Circles? Quality Circles are (informal) groups of employees who voluntarily meet together on a regular basis to identify, define, analyze and solve work related problems. Usually the members of a particular team (quality circle) should be from the same work area or who do similar work so that the problems they select will be familiar to all of them. In addition, interdepartmental or cross functional quality circles may also be formed. An ideal size of quality circle is seven to eight members. But the number of members in a quality circle can vary 13.Define Cause and Effect Diagram? It is defined as the Graphical Tabular Chart to list & analyse the potential causesof a given problem. This type of diagram is sometimes called an "Ishikawa diagram"because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the way it looks. 14.Define Zero Defect? An aspect of total quality management that stresses the objective of error-free performance in providing goods or services 15.Define Quality Loss Function? Mathematical formula that estimates the loss of quality resulting from the deviation of aproduct characteristic from its target value. Developed by Dr. Genichi Taguchi of Japan, it isoften expressed in terms of money lost, and suggests that such losses increase geometrically asthe square of the deviation from the target.
16.Define Quality Circles.A group of employees who perform similar duties and meet at periodic intervals, often withmanagement, to discuss work-related issues and to offer suggestions and ideas for improvements,as in production methods or quality control.17.State the elements of TQM. TQM Principles & Practices Includes: • Leadership • Customer Focus • Employee involvement etc TQM Tools & Techniques Includes: 7 Tools of Qulaity Six Sigma FMEA etc17.State the contribution by Juran. Dr. Juran created a trilogy for managing Quality. The three principles of the trilogy arebased on planning, control, and improvement.