1. Ch. 1 Introduction to Quality
Q.1) Define Quality: (2)
• The ability of product or services to meet
customer needs.
• The totality of features and characteristics of a
product or services that bears on its ability to
satisfy stated or implied needs.
• Meeting or exceeding customer requirements now
and in future.
Q.2) What is quality? Enlist the dimension for the
quality of the product. (2)
• Traditional thinking would say that Quality is
conference to specifications, that is does the
product do what it designed to do?
• One is Quality Assurance which is the "prevention
of defects", such as the deployment of a Quality
Management System and preventative activities
like FMEA.
• The other is Quality Control which is the
"detection of defects", most commonly associated
with testing which takes place within a Quality
Management System typically referred to as
Verification and Validation.
2. • Quality Dimensions
• Performance, Features, Reliability, Conformance,
Durability, Serviceability, Aesthetics, Perceived
Quality.
Q.3) Define strategy: (2)
• Strategy is a tactical course of action which is
designed to achieve long term objectives. It is an
art and science of planning and marshalling
resources for their most efficient and effective use
in a changing environment.
• Strategy is “The determination of basic long-term
goals and objectives of an enterprise and the
adoption of the courses of action and the
allocation of resources necessary for carrying out
these goals.”
Q.4) Define quality. Enumerate its attributes.
• The totality of features and characteristics of a
product or services that bears on its ability to
satisfy stated or implied needs.
• It categorizes the attributes in various specific
areas • Design qualities • Runtime qualities •
System qualities • User qualities • Non-runtime
qualities • Architecture qualities • Business
qualities.
3. Q.5) Detailed note on Mckinsey 7s principle. (5)
Discuss Mckinsey model with Eg. (5)
• The McKinsey 7-S framework was developed in the
early 1980s by two McKinsey consultants, Tom Peters
and Robert Waterman .
• the framework has been widely used by academics and
practitioners and remains one of the most popular strategic
planning tools.
• The framework is most often used as a tool to assess and
monitor changes in the internal situation of an organization.
• Its a management framework that describes 7 factors to
organize a company in a holistic and effective way.
• The seven interdependent factors are categorized as either
“hard” or “soft” elements: Hard Elements: Strategy,
Structure & Systems
Soft Elements: Shared values, Skills,
Style & Staff .
• 1. STRATEGY - Ways to achieve competitive advantage
• Examples. - Low-cost strategy through economic
production or delivery
Product differentiation through distinct features or
innovative sales.
• Market penetration: This strategy involves an attempt to
increase market share within existing industries, either by
selling more product to established customers or by finding
new customers within these markets. Example: Due to the
incredible strength of Coca-Cola’s brand, the company has
been able to utilise market penetration on an annual basis
by creating an association between Coca- Cola and
Christmas.
4. • Product development: This involves developing new
products for existing markets by thinking about how new
products can meet customer needs more closely and
outperform competitors. Finding a new group of buyers for
an existing product. Example: The launch of Cherry Coke in
1985 – Coca- Cola’s first extension beyond its original
recipe.
• Market Development: Finding a new group of buyers for an
existing product. Example: The launch of Coke Zero in
2005– its concept being identical to Diet Coke; the great
taste of Coca-Cola but with zero sugar and low calories.
• Diversification: Related Diversification involves the
production of a new category of goods that complements
the existing portfolio, in order to penetrate a new but
related market. Unrelated diversification entails entry into a
new industry that lacks important similarities with the
company’s existing markets. Example: In 2007, Coca-Cola
spent $4.1 billion to acquire Glaceau, including its health
drink brand Vitaminwater. –Adapting to the growing health
drink sector Unrelated: Coca-Cola offers official
merchandise from pens and glasses to fridges, therefore
exploiting its strong brand advocacy through this strategy.
• 2. STRUCTURE - Ways in which task and people are
specialized and divided, and authority is distributed. A
successful organization may make temporary structural
changes to cope with specific strategic tasks without
abandoning basic structural divisions throughout the
organization.
Functional Structure
Divisional Structure
Matrix Structure
5. • 3. SYSTEMS - Formal processes and procedures to manage
the organization. Systems are the resources and procedures
that your people use to do their work. Examples:
Performance Measurements Reward Systems Planning
Budgeting Resource Allocation Information System
Distribution System.
• 4. STAFFING - People, their background and
competencies. Organization’s approach to recruitment,
selection, socialization, training and employee
development. Staff Successful organizations view people as
resources who should be carefully nurtured, developed,
guarded, and allocated. In other words, represents your
employees and their capabilities.
• 5. SKILLS: Skills Refer to those activities organizations do
best and for which they are known. Eg. Du Pont is known
for research.
• 6. STYLE - Leadership style of top management and overall
operating style of organization. Impacts norms followed by
people, how they work and interact with each other and
customers. An autocratic management style is one where
the manager makes decisions unilaterally, and without
much regard for subordinates. Eg: The New York Time
• 7. SHARED VALUES - Core values shared in the organization
and serve as guiding principles of what is important. Helps
focus attention and provides a broader sense of purpose.
• The McKinsey 7S Model can be applied to almost any issue
at work. If there are inconsistencies maybe the team or
company are not working effectively enough. •The model
can help reveal such inconsistencies, and we can ensure
that they’re matched up to help you share values and
objectives with teams that are responsible for making it
happen.
6. Q.6) Define Customer Focus & importance of customer.
• Customer focus can be defined as the degree to which a firm
continuously satisfies customer needs and expectations. It
includes • Emphasis on customer-defined quality • Emphasis on
customer service • Integration of customer information for new
product development • Partnering with customer for the
product development, R&D, technology forecasting.
• IMPORTANCE OF CUSTOMER FOCUS • The customers are the
valuable assets for any organization. • The success of an
organization depends on the satisfied customer. • The satisfied
customer tends to purchase frequently and more. • The
manufacturing and service organization use customer
satisfaction as the measure of quality. • Identifying the
customer expectation is the key to satisfy the customer.
