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UNIT I

PART - A
1. Define quality.
Quality is defined as the degree to which a set of inherent characteristics fulfills
requirements .Degree means that quality that can be used with adjectives such as poor, good and
excellent. Inherent is defined as existing in something especially as a permanent characteristic.
Characteristic can be quantitative or qualitative. Requirements is a need or expectation that is stated,
generally implied by the organization, its customers, and other interested parties. Quality fulfills or
exceeds our expectations. It is quantified as
Q = P/E
Q – Quality
P – Performance
E – Expectations.
It is also defined as the degree of excellence a product or service provides.
According to Deming “It is the predictable degree of uniformity, at low cost and suited to the
market”. According to Joseph Juran “Quality is fitness for use”. According to Philip B. Crosby
“Quality is conformance to requirements”.
2. What are the dimensions of Quality?
The dimensions of Quality are:
1. Performance – Primary product characteristics such as the brightness of the picture.
2. Features – Secondary characteristics, added features, such as remote control.
3. Conformance – Meeting specifications or industry standards.
4. Reliability – Consistency of performance over time, average time for the unit to fail.
5. Durability – Useful life includes repair.
6. Service – Resolution of problems and complaints, ease of repair.
7. Response – Human to human interface, such as the courtesy of the dealer.

8. Aesthetics – Sensory characteristics such as exterior finish.
9. Reputation – Past performance and other intangibles, such as being ranked first.
3. Define Quality planning.
It is defined as the process of planning to design and obtain a better quality product
or service and to attain new break through goals.
4. What are the steps in Quality planning?
According to Juran the steps included in Quality planning are:
1. Establish quality goals.
2. Identify customers.
3. Discover customer needs.
4. Develop product features.
5. Develop process features.
6. Establish process controls, transfer to operations.
5. Define Quality cost.
Quality cost is defined as those costs associated with the non achievement of product or service
quality as defined by the requirements established by the organization and its contracts with
customers and society. Simply stated quality cost is the cost of poor products or services. Quality
cost is equated with the cost of attaining quality, it is also equated with the extra cost incurred due to
poor quality.
6. What are the types of quality cost?
Various types of costs associated with Quality are

 Prevention cost
 Appraisal cost
 Internal Failure cost and
 External Failure cost
7. What is total quality cost?
Total Quality cost is the summation of all Quality cost
Total Quality cost = [Prevention cost +Appraisal cost +Internal
failure cost +External failure cost]
8. Define activity based costing.
Activity based costing can be defined as a cost calculated based on the activities involved in the
manufacturing process
9. What is trend analysis?.
Trend analysis of quality cost shows the changes in cost over time period or change in cost that may
occur in future. Time to time comparison of changes in quality cost over time period can be
analyzed using trend analysis method.
10.Define Pareto analysis?
Pareto chart was developed by an Italian economist namely Vilfrado pareto. The pareto chart is a
specialized version of a histogram that rank the categories in the chart from most frequent to least
frequent. This chart is used to display the pareto principle in action, arranging data so that a few
vital factors are causing most of the quality problems. This chart is used to analyze the defects that

occur frequently.It is based on the 80-20 rule according to which 80% of the problems are caused by
20% of the components and 20% of the problems are caused by 80% of the components.
11. Define TQM?
TQM is a management philosophy which seeks to integrate all organizational functions (marketing,
finance, design, engineering, and production, customer service …) to focus on meeting customer
needs and organizational objectives. It views organizations as a collection of processes. It maintains
that organizations must strive to continuously improve these processes by incorporating the
knowledge and experiences of workers.
The Simple Objective of TQM
“Do the right things, right
the first time, every time.”
Some Basic Tenets of TQM
1. The customer determines quality.
2. Improving quality requires the establishment of effective quality metrics. We must speak with
data not just opinions.
3. People working within systems create quality.
4. Quality is a moving target. It requires a commitment toward sustained continuous improvement.
5. Prevention not detection is the key to producing high quality. We must design quality into
products and reduce variability.
6. Top Management must provide leadership and support for all quality initiatives.
12. What are the Points in Deming’s Philosophy?
1. Create constancy of purpose for improvement of products and service.
2. Adopt a new philosophy: we are in a new economic age.
3. Cease dependence upon inspection as a way to achieve quality.

4. End the practice of awarding business based on price tag.
5. Constantly improve the process of planning, production, and service- this system includes people.
6. Institute training on the job.
7. Institute improved supervision (leadership)
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans/targets asking for increased productivity without providing methods
11. Eliminate numerical quotas.
12. Remove barriers that stand between workers and their pride of workmanship.
13. Institute programs for education and retraining.
14. Put all emphasis in the company to work to accomplish the transformation.
13. Define Vision Statement?
A vision is a guiding image of success formed in terms of a contribution to society. If a strategic
plan is the "blueprint" for an organization's work, then the vision is the "artist's rendering" of the
achievement of that plan. It is a description in words that conjures up a similar picture for each
member of the group of the destination of the group's work together.
A vision statement outlines what a company wants to be. It focuses on tomorrow; it is inspirational;
it provides clear decision-making criteria; and it is timeless.

14. Define Mission Statement?
 A mission statement outlines what the company is now. It focuses on today; it identifies the
customer(s); it identifies the critical process(es); and it states the level of performance. It has
been said that a vision is something to be pursued, while a mission is something to be
accomplished.
15. Define Quality Policy?
The overall intentions and direction of an organization regarding quality, as formally expressed by
top management.
1. Recognize that top management and all organizational units are fully committed to quality.
Quality is everyone’s responsibility and our future is dependent upon maintaining a position
of quality leadership, focused on Customer Satisfaction.
2. Define quality as the elimination of variation through an increase in process capability and
reduction in cycle time.
3. Adopt the defect prevention approach to quality rather than defect detection.
4. Establish a cooperative environment for teamwork and mutual problem solving among all
employees.
5. Make incremental, sustained improvements in quality and productivity through ongoing
training and application in statistical techniques.
6. Involve suppliers and customers in process and unit cost optimization.
16. What is strategic planning ?
Strategic planning is known as long – term planning. Goals are needed for long term
planning. Objectives are needed for short – term planning.

The basic steps of strategic planning are.
1. Customer needs 2. Customer positioning 3.Predict the future 4. Gap Analysis 5 . Closing the
gaps 6.Alignment of strategic planning 7. Implementation.
17. What are the barriers to TQM ?
The main barriers to TQM are as follows :
i. Lack of understanding of the TQM concept
ii. Absence of visible support from senior & Top management
iii. Fear of change
iv. Poor internal communication
v. Heavy work loads
vi. Nature of organization
vii. Lack of adequate education & training
viii. Limited resources
ix. Irregularity of the meetings
x. Delay in implementation of the recommendation
xi. Difficulties in evaluation
18. What is the role of senior management ?
The major role of senior management is as follows:
1. MBWA (mgmt by wandering around)
2. Strategy of problem solving and decision making
3. Strong information base
4. Recognition and reward system
5. Spending most of the time on quality
6. Communication
7. Identity and encourage potential employee
8. Accept the responsibility
9. To play a role mode

10. Remove road block
19. What is quality council ?
A quality council is a group of top level managers established to build quality into the culture. It
develops the quality strategy and guide and support their implementations. The quality council is
composed of senior managers of the functional areas eg: design, marketing, finance, production and
quality and a coordinator or consultant and a union representative
20. What are the six basic concepts of T.Q.M ?
The six basic concepts of T.Q.M are
a. A committed and involved management
b. Focus an customer
c. Effective involvement and utilization of the entire work force
d. Continuous improvement
e. Treating supplier as partners &
f. Performance measure
PART B
1. Explain the various dimensions of quality with examples.
Depending upon the needs of the customers any product has to be supplied by the manufacturer.
However the product should have certain characteristics and features. Customers only determine
ultimately whether the product has been of expected quality. Various dimensions of quality that the

customers do look for in a product, in order to satisfy their needs, only decide the characteristics of a
product. For a manufactured product the dimensions of Quality are as following:
1. Performance – Primary product characteristics such as the brightness of the picture.
This is the deciding driving force deciding the operating characteristics.
2. Features – Secondary characteristics, added features, such as remote control. Though this
attribute is a secondary characteristic, it necessarily supplements the basic functioning of the
product.
3. Conformance – Meeting specifications or industry standards. How far the products physical and
performance characteristic match with the set standards is called conformity.
4. Reliability – Consistency of performance over time, average time for the unit to fail. Under
prescribed conditions of use of the product the probability of surviving over a specified period is
termed as reliability of that product.
5. Durability – Useful life includes repair. The quantum of use a customer gets from a product
before it wears out beyond further use or when a replacement is essential is called durability.
6. Service – Resolution of problems and complaints, ease of repair. The possibility to repair a
product quickly and with ease is serviceability.
7. Response – Human to human interface, such as the courtesy of the dealer. It refers to the degree
they react and act quickly to resolve the problems.
8. Aesthetics – Sensory characteristics such as exterior finish. It is the manner in which a product
looks feels, tastes or smells.

9. Reputation – Past performance and other intangibles, such as being ranked first.
The dimensions of quality in respect of a service are as follows:
Time – This is the duration up to which a customer is made to wait.
Timeliness – It refers to whether the promise can be kept or whether the service can be performed as
promised.
Completeness – It refers to whether all the items given by the customer is included.
Courtesy – Whether the front office sales people greet each customer cheerfully and politely.
Consistency – Whether the services are delivered in the same manner for every customer and every
time for the same customer.
Accessibility and convenience – Whether the service is easy to get ?or must the customer influence
the service provider to get the required service.
Accuracy – This is with regard to whether the service is done correctly even in the first instance.
Responsiveness – Whether the service person reacts and cat quickly to resolve problems
2. Explain Quality Planning.
 Quality planning is one of the foremost function of the members in the organization to
achieve the quality objectives.
 Quality planning is nothing but forecasting the future activities related to quality.
 The whole organization should be involved in the implementation of Quality planning.
 Quality planning acts as a road map for the members in the organization to achieve the
quality goal.
 The Quality planning organizes the activities as a team from the beginning of the project.
Thus the manufacturing department works simultaneously with design and Engineering department
before finalizing the detailed specifications.

 Various steps in Quality planning are
i) Establishing Quality goals
ii) Identifying the customers
iii) Discovering the customer needs
iv) Developing the product features
v) Developing the process features
vi) Establishing the process control and transferring in to operations.
Functions of Quality planning
Different functions of Quality planning are
i) Preparation, issue and updating of guidelines in quality assurance.
ii) Preparation of updated detailed inspection instructions including check lists and formats
for all stages of material, component and assembly of product
iii) Planning for requirement of Inspection equipments. It involves
a. Assessing the requirements of various measuring equipments, Gauges etc along with
desired accuracy.
b. Designing special equipments, gauges etc.
iv) Developing sampling schemes (Sampling plans ) to evaluate the
quality of products.
v) Developing quality surveillance (Quality supervision) procedures for manufacturing.
vi) Developing a scheme of periodic calibration to check the accuracy of gauges and
measuring instruments.
vii) Collaboration with the product design group to review the product design.
viii) Collaboration with technology or process group for assessing technology and process
capabilities.

ix) Collaborating with suppliers or vendors for assessing their capability.
x) To develop schemes for quality audits.
3. Explain the quality cost in detail?
Quality costs are the costs associated with preventing, finding, and correcting defective work. These
costs are huge, running at 20% - 40% of sales. Many of these costs can be significantly reduced or
completely avoided. One of the key functions of a Quality Engineer is the reduction of the total cost
of quality associated with a product.
Prevention Costs: Costs of activities that are specifically designed to prevent poor quality. Examples
of "poor quality" include coding errors, design errors, mistakes in the user manuals, as well as badly
documented or unmentionably complex code.
Appraisal Costs: Costs of activities designed to find quality problems, such as code inspections and
any type of testing.
Failure Costs: Costs that result from poor quality, such as the cost of fixing bugs and the cost of
dealing with customer complaints.
Internal Failure Costs: Failure costs that arise before your company supplies its product to the
customer.
External Failure Costs: Failure costs that arise after your company supplies the product to the
customer, such as customer service costs, or the cost of patching a released product and distributing
the patch.
Total Cost of Quality: The sum of costs: Prevention + Appraisal + Internal Failure + External
Failure.

The cost of quality, or total quality cost, is defined as the sum of resources spent on prevention plus
resources spent on appraisal plus the expenditures and economic impact of failures. The objective of
Total Quality Cost is to achieve measurable improvement in materiel quality and quality cost
reduction on a systematic basis. The purpose of the Total Quality Cost Model is to
 Provide quality cost information to enable informed, effective decision-making related to
cost of quality
 Identify failure costs to facilitate appropriate corrective action
 Identify appraisal and prevention targets for improvement
 Enable results tracking
 Identify relationships between improvement actions and results to enable “what if” analysis
4. Explain the quality cost model :
Quality cost model are defined as the costs associated with to non achievement of product or
service quality. The valve of the quality should be based on its ability to contribute to profits. Even
though a successful TQM program can provide organizational benefit ,its real value will ultimately
be determined by its ability to contribute to profit. The top mgmt always wishes to have tangible
proof, in terms of profit improvement, for continuing all the efforts and providing the resources to
continue quality improvement programmers.
The quality casts are a measure of all costs associated with achievements of product quality.
Quality costs are used by the mgmt in its pursuit of quality improvement, customer satisfaction,
market share and profit enhancements.
The major classification of quality costs are divided into 4 parts. They are:
a. Preventive costs is used to keep failure and appraisal costs minimum .
The preventive cost is also known as : The cost of building acceptable quality
The elements of preventive costs are :
1. New product design and development cost
2. Quality planning cost
3. Process control costs

4. Vendor development cost
5. Administrative cost
6. Quality audit costs
7. TQM training cost
b. Appraisal cost give the degree of conformance to quality requirements.These costs
are incurred to measure, inspect, test and audit products and performance to determine conformance
with acceptable quality levels, standards of performance and specification. These include evaluating
products, components and purchased materials. It includes performance of employees, performance
of equipments and machines receiving field tests, laboratory test, quality audit, life testing, quality
data processing, failure testing and random time sampling for appraisal.
c. Internal failure costs : There costs are incurred due to the defects in the product
before its shipment to a customer there include :c1: scrap costs c2 . Rework costs c3 down grading
cost c4 . Down time costs.
d.External failure costs : These costs represent all costs incurred on defective products after it is
delivered to a customer. These costs will disappear if there is no defect.
The external failure costs include the
1. customer complaint adjustment cost
2. Cost of defective products returned by the customer.
3. Warranty charges
4. Allowance
5.The cost incurred to correct defects according to the required specifications
6. The liability costs and penalty costs.
5. Explain the Evolution of TQM?
The concept of quality has existed for many years, though its meaning has changed and evolved
over time. In the early twentieth century, quality management meant inspecting products to ensure
that they met specifications. In the 1940s, during World War II, quality became more statistical in
nature. Statistical sampling techniques were used to evaluate quality, and quality control charts were

used to monitor the production process. In the 1960s, with the help of so-called “quality gurus,” the
concept took on a broader meaning. Quality began to be viewed as something that encompassed the
entire organization, not only the production process. Since all functions were responsible for
product quality and all shared the costs of poor quality, quality was seen as a concept that affected
the entire organization.
The meaning of quality for businesses changed dramatically in the late 1970s. Before then quality
was still viewed as something that needed to be inspected and corrected. However, in the 1970s and
1980s many U.S. industries lost market share to foreign competition. In the auto industry,
manufacturers such as Toyota and Honda became major players. In the consumer goods market,
companies such as Toshiba and Sony led the way. These foreign competitors were producing lower-
priced products with considerably higher quality.
To survive, companies had to make major changes in their quality programs. Many hired
consultants and instituted quality training programs for their employees. A new concept of quality
was emerging. One result is that quality began to have a strategic meaning. Today, successful
companies understand that quality provides a competitive advantage. They put the customer first
and define quality as meeting or exceeding customer expectations.
Since the
1970s,
competition
based on
quality has
grown in
importance and
has generated
tremendous

interest, concern, and enthusiasm. Companies in every line of business are focusing on improving
quality in order to be more competitive. In many industries quality excellence has become a
standard for doing business. Companies that do not meet this standard simply will not survive. The
importance of quality is demonstrated by national quality awards and quality certifications that are
coveted by businesses.
The term used for today’s new concept of quality is total quality management or TQM. The figure
represents the line of the old and new concepts of quality. The old concept is reactive, designed to
correct quality problems after they occur. The new concept is proactive, designed to build quality
into the product and process design.
6. Explain the Deming’s Philosophy?
DEMINGS 14 POINTS
1. Create constancy of purpose for improvement of products and service.
2. Adopt a new philosophy: we are in a new economic age.
3. Cease dependence upon inspection as a way to achieve quality.
4. End the practice of awarding business based on price tag.
5. Constantly improve the process of planning, production, and service- this system includes people.
6. Institute training on the job.
7. Institute improved supervision (leadership)
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans/targets asking for increased productivity without providing methods
11. Eliminate numerical quotas.
12. Remove barriers that stand between workers and their pride of workmanship.
13. Institute programs for education and retraining.
14. Put all emphasis in the company to work to accomplish the transformation.
The 14 points are obviously the responsibilities of top management. No one else can carry them out.
Quality is everybody's job, but quality must be led by management. The 14 points apply anywhere,

to small organizations as well as to large ones. The management of a service industry has the same
obligations and the same problems as management in manufacturing.
I. Create constancy of purpose toward improvement of product and service, with a plan to become
competitive and to stay in business. Decide whom top management is responsible to.
2. Adopt the new philosophy. We are in a new economic age. We can no longer live with commonly
accepted levels of delays, mistakes, defective materials, and defective workmanship.
3. Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built
in, to eliminate need for inspection on a mass basis. Purchasing managers have a new job, and must
learn it.
4. End the practice of awarding business on the basis of price tag. Instead, depend on meaningful
measures of quality, along with price. Eliminate suppliers that can not qualify with statistical
evidence of quality.
5. Find problems. It is management's job to work continually on the system (design, incoming
materials, composition of material, maintenance, improvement of machine, training, supervision,
retraining).
6. Institute modern methods of training on the job.
7: Institute modern methods of supervision of production workers. The responsibility of foremen
must be changed from sheer numbers to quality. Improvement of quality will automatically improve
productivity. Management must prepare to take immediate action on reports from foremen
concerning barriers such as inherited defects, machines not maintained, poor tools, fuzzy
operational definitions.
8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales, and production must
work as a team, to foresee problems of production that may encounter with various materials end
specifications.
10. Eliminate numerical goals, posters, and slogans for the work force, asking for new levels of
productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his right to pride of workmanship.
13. Institute a vigorous program of education and retraining.
14. Create a structure in top management that will push every day on the above 13 points
7. Explain the ``Barriers to TQM?
BARRIER TO TQM:
1. Lack of management commitment
2. Inadequate knowledge or understanding of TQM
3. Inability to change organizational culture
4. Improper planning
5. Lack of continuous training and education
6. Inability to build a learning organization that provides for continuous improvement
7. Incompatible organizational structure and isolated individuals and departments
8. Insufficient resources
9. Inappropriate reward system
10. Use of a prepackaged program or inappropriately adapting TQM to the organization
11. Ineffective measurement techniques and lack of access to data and results
12. Short-term focus or using a Band-Aid solution
13. Paying inadequate attention to internal and external customers

14. Inappropriate conditions for implementing TQM
15. Inadequate use of empowerment and teamwork
Lack of management commitment
All types of organizations, including schools, manufacturing companies, health care organizations,
and public organizations, experience low employee participation and interest in their TQM
programs when management commitment is missing at any level. Missing or even minimal support
from the chief executive officer and administrators can hinder TQM’s successful implementation.
For example, TQM will not succeed if upper management is only motivated by outside pressures,
such as needing to please the board of directors or meet an accrediting agency’s standards. If
employees see discrepancies in what management says and what it actually does, they will lose
interest and faith in TQM. For successful implementation, the administrative team must have a
clearly communicated purpose for adopting TQM, be consistent in its application of TQM
principles, and not treat it as the latest management fad.
Inability to change organizational culture
Many have found that changing a company’s culture to reflect TQM is difficult and require a lot of
time; W. Edwards Deming has stated that it takes three to five years to fully implement TQM into
an organization. First, the fear of change must be removed from the organization, poor labor-
management relations must be resolved, and the company’s focus must change from the status quo.
Unfortunately, in the United States, organizations are impatient and often focus on the quick fix
Improper planning
Another barrier is created by a lack of clarity in the implementation plan and the failure to promote
open dialogue among the participants. Many implementation problems can be overcome with proper
planning. Three components of a successful TQM plan are:
• Obtaining company wide commitment
• Communicating company vision, mission, and goals
• Providing open communication about the company’s new focus
The board of directors or other controlling group must be involved from the beginning. A time
frame, such as a Gantt chart, should be developed and posted in public areas so that everyone

remains focused on TQM. The plan should remain flexible, however, so that adjustments and
improvements can be made as the culture evolves.
Lack of continuous training and education
Training and education is an ongoing process that facilitates continuous quality improvement in any
organization. Leaders involved in the TQM implementation should identify the educational needs of
the organization and be creative in meeting those needs efficiently and cost-effectively. Training
and education should be both formal and informal. One health care organization, for example, used
a leading consulting group to train its vice presidents to be trainers for the rest of the organization.
This approach demonstrates management’s commitment to TQM and ensures the principles are
consistently taught to all employees. The vice presidents also continually learn the principles as they
teach them. Informal training could include circulating articles on TQM or displaying information
about TQM on company bulletin boards.
Incompatible organizational structure and isolated individuals and departments
Autocratic organizational structure and management policies can lead to TQM implementation
problems. If organizational structure is a problem, part of the planning process should be
restructured with a defined purpose and explicit expected outcomes. When TQM principles are
used, the isolation of individuals and departments will dissolve over time. Teamwork is an essential
part of the TQM environment, and some success has been realized by managers who used TQM
principles to resolve some of the most longstanding turf battles that prevailed in their organizations.
Tools such as brainstorming, fishbone diagrams, and workflow diagrams can be successful in
identifying the discrepancies and misinterpretations that are often the root cause of such feuds.
Ineffective measurement techniques and lack of access to data and results
Having no measurement process or ineffective measurement techniques, failing to maintain accurate
and reliable data.
Paying inadequate attention to internal and external customers
Organizations must pay attention to both their internal and external customers so that they can
understand the needs and expectations of both types of customers from both perspectives. Too
often, managers assume they know what customers need and expect, which results in misdirected

efforts and investments. An astute organization makes a high priority of understanding all
customers’ changing needs and expectations.
Inadequate use of empowerment and teamwork
Complacency in teams will inhibit TQM progress. Ineffective teams that fail to stay focused or
complete their tasks are a big expense to organizations. To be effective, teams need trained
facilitators, a mission or purpose, a time frame for completing projects, members who represent the
functional areas of the process to be improved, and accountability. The mission of the team must not
be overwhelming; some tasks might need to be broken down into manageable phases so this is not
the case. Whenever possible, teams’ recommendations and solutions should be implemented; this
sends a powerful, positive message to employees about the importance of empowerment and
teamwork.
Avoid TQM barriers by understanding them
While these barriers occur to varying degrees and with varying frequency, there is little doubt that
they exist in every organization. Management must understand that they do exist and should not
only deal with them in the implementation process but plan for them as well. The list of barriers
can be used in the planning or early implementation phases of TQM to increase awareness and
understanding of the principles. It can be used by organizations that have been involved in TQM for
some time to evaluate progress and to improve existing systems. Awareness of these barriers should
be emphasized when training organizations in TQM concepts and methods. If these potential
problems are understood and prepared for, plans can be made to counter them. Any organization can
benefit from a better understanding and knowledge of TQM.
8. Explain the LEADERSHIP: and its concepts?
Leadership is “WE” not “ME”
Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader. Good leaders develop through a never-ending process of self-study, education, training, and
experience. This guide will help you through that process. To inspire your people into higher levels
of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but
are acquired through continual work and study. The best leaders are continually working and

studying to improve their leadership skills. Before we get started, lets define leadership. Leadership
is a complex process by which a person influences others to accomplish a mission, task, or objective
and directs the organization in a way that makes it more cohesive and coherent. A person carries out
this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and
skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to
accomplish certain tasks and objectives in the organization, this power does not make you a
leader...it simply makes you the boss. Leadership makes people want to achieve high goals and
objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Factors of leadership
The four major factors of leadership are the:
Follower - Different people require different styles of leadership. For example, a new hire requires
more supervision than an experienced employee. A person with a poor attitude requires a different
approach than one with a high degree of motivation. You must know your people! The fundamental
starting point is having a good understanding of human nature: needs, emotions, and motivation.
You must know your employees' be, know, and do attributes.
Leader - You must have a honest understanding of who you are, what you know, and what you can
do. Also, note that it is the followers, not the leader who determines if a leader is successful. If a
follower does not trust or lacks confidence in her leader, then she will be uninspired. To be
successful you have to convince your followers, not yourself or your superiors, that you are worthy
of being followed.
Communication - You lead through two-way communication. Much of it is nonverbal. For
instance, when you "set the example," that communicates to your people that you would not ask
them to perform anything that you would not be willing to do. What and how you communicate
either builds or harms the relationship between you and your employees
Situation - All situations are different. What you do in one leadership situation will not always work
in another situation. You must use your judgment to decide the best course of action and the
leadership style needed for each situation. For example, you may need to confront a employee for
inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then
the results may prove ineffective.

Habits of Leadership:
Habit 1 Be Proactive: Principles of Personal Vision
Habit 2 Begin with the End in Mind: Principles of Personal Leadership
Habit 3 Put First Things First: Principles of Personal Management
Habit 4 Think Win/Win: Principles of Interpersonal Leadership
Habit 5 Seek First to Understand, Then to be Understood
Habit 6 Synergize Principles of Creative Communication
Habit 7 Sharpen the Saw: Principles of Balanced Self-Renewal

UNIT II

1.What is customer satisfaction?
Customer satisfaction is one of the major purposes of a quality management system. It
is more of a feeling or attitude. Customer satisfaction is subjective and hard to measure. It is
the degree to which the customer’s experience of a service or product matches his or her
expectations.
2.What are the factors influencing customer satisfaction?
The factors influencing customer satisfaction are:
Performance
Features
Service
Warranty
Price
Reputation

3.What is meant by performance?
Performance involves fitness for use which is a phrase that indicates that a product and
or service is ready for the use of customers at the time of sale. Other considerations are:
Availability- which is the probability that a product will operate when needed.
Reliability, which is freedom from failure over time.
Maintainability, which is the ease of keeping the product operational..
4.What is meant by features?
Features or attributes of a product or service are psychological , time oriented,
contractual, ethical and technological. Features are secondary characteristics of a product or
service. For example the primary function of an automobile is transportation, whereas a car
stereo system is a feature of an automobile.
5.What is meant by service?
An emphasis on customer service is emerging as a method for organization to give the
customer the added value. Customer service is an intangible- it is made up of many small
things, all geared to changing the customer’s perception .Intangible characteristics are those
that are not quantifiable, yet contribute greatly to customer satisfaction. Providing excellent
customer service is different from and more difficult than achieving product excellence.
6.How can the customer complaints be handled?
 Investigate customers experience by actively soliciting feedback, both positive and
negative and then acting on it promptly.
 Develop procedures for complaint resolution that empowering front line personnel.

 Analyse complaints , but understand that complaints do not always fit into neat
categories.
 Work to identify process and material variations and then eliminate the root cause
.”More inspection is not corrective action”.
 When a survey response is received , a senior manager should contact the customer
and strive to resolve the concern.
 Establish customer satisfaction measures and constantly monitor them.
 Communicate complaint information as well as the results of all investigations and
solutions to all people in the organization.
 Provide a monthly complaint report to the quality council for their evaluation and if
needed the assignment of process improvement teams.
 Identify customers expectations beforehand rather than afterward through complaint
analysis.
7.What are the elements of customer service?
Organization
Customer care
Communication
Front line people
Leadership
8.What are the consumer code of ethics?
The customer code of ethics is a code which the employee is expected to sign. It is:
Keep promises to the customer.

Return the call to the customer as quickly as possible.
Extend assistance to the customers as needed. There should not be any let up.
Treat the customers with respect.
Evaluate the customer satisfaction on a regular basis.
Deliver service and product quickly and efficiently.
Give personal attention to every customer.
Maintain a neat and acceptable environment in the work place as well as office.
Treat every customer just as we would want to be treated ourselves.
9.What is meant by customer retention?
Customer retention is the most difficult job an organization is to undertake. Any
organization can not dispense with this, because it is the root of business improvement.
Customer retention is more powerful and effective than customer satisfaction. Customer
satisfaction surveys , interviews with customers and quick redressal of their grievance
must be undertaken as important activities by any organization. In fact customer retention
is the connection between customer satisfaction and the so called bottom line..
10.How is employee retention related to customer retention?
The employee retention has a significant impact on customer retention. The
organization should continuously improve the methods of obtaining information relating to
consumer needs and expectations. Continuous improvement and customer satisfaction
always go hand in hand.Globally acclaimed competitors always tend to continually fine
tune their operations to achieve additional improvements. Once maximization of customer
satisfaction is successfully done, automatically the customer retention follows.
11.What is meant by motivation?
Motivation is the creation of the desire to do something. Knowledge of motivation
helps to understand the utilization of employee involvement to achieve process
improvement.

12.What are the different levels in motivation?
Abraham Maslow stated the motivation could be explained in terms of needs and that
there are five levels:
Level 1- survival
Level 2 – security
Level 3 – social
Level 4 – esteem
Level 5 – self actualization
13.What is meant by employee survey?
Employee survey helps to assess the current state of employee relations, identify
trends, measure the effectiveness of program implementation, increased communication
effectiveness. Survey includes personality characteristics like anxiety , self esteem in the
organization and the ability to participate in the organization: management styles like
consideration of subordinates and commitment to quality , job attitudes like job
satisfaction, social support at work and co workers commitment to quality and the work
like various task, autonomy and importance.
14.What is meant by employee 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 customer requirements within well defined
boundaries in order to achieve organizational values and goals.
15.Define team and team work.
Team is defined as a group of people working together to achieve a common objective
or goals. Teamwork is the cumulative action of the team during which each member of
the team subordinates his individual interest and opinions to fulfill the objectives or goals
of the group..
16.What are the various types of teams?
Process improvement team

Cross functional team
Natural work team
Self directed or self managed team.
17.What are the 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 procedures
9.Resources
10.Trust
11.Effective problem solving
12.Open communication
13.Appropriate leadership
14.Balanced participation
15.Cohesiveness
18.What is meant by recognition and reward?
Recognition is a form of employee motivation in which the organization openly
acknowledges the positive contribution an individual or team has made to the success of

the organization. It may be either in oral or writing praising the deserving employee by
presenting certificates or members .they may also be rewarded by cash awards. Reward is
something tangible such as cash award to promote desirable behaviour. Reward can be
delayed but recognition cannot be delayed & should be on a timely basis.
19. What is the need for performance appraisal?
The purpose of performance appraisal is to let the employees know how they are
doing & provide a basis for promotion & salary increase, counseling and other purposes
relating the employees future. Employees should be aware of the process of appraisal. The
parameters of evaluation should be known to the employees. The appraisal should point
out the employees strength & weakness.
20. What are the benefits of employee involvement .
1. Employees make better decision using their expert knowledge of the
process.
2. Employees are more likely to implement & support decisions they had a
part in making.
3. Employees are better able to spot & pinpoint areas for improvement
4. Employees are better able to take immediate corrective action.
5. Employee involvement reduces labor / management friction by encouraging
more effective communication & co-operation.
6. Employee involvement increases the morale by creating a feeling of
belonging to the organization.
7. Employees are better able to accept change because they control the work
environment.
8. Employees have an increased commitment to unit goals because they are
involved.
21. Define the terms internal & external customer.
An external customer can be defined in many ways such as the one who uses the
product or service, the one who purchases the product or service, or the one who
influences the sale of the product or service. An external customer exists outside the
organization & falls into three categories – current , prospective & lost customers. An
internal customer is very important every function whether it is engineering order
processing or production has an internal customer- each receives a product or service
and in exchange provides a product or service. Every person in a process is
considered as customer of the preceeding operation.
22.How should be the frontline employees of an organization?

The customers should not be dealt by the front line employees who do not
possess adequate experience in handling the customers.The organization should try to
:
1.Hire the best
2.Develop the best employees as the best ones.
3.Motivate the professionals to stay and excel.
The frontline employees should possess a good personality .The organization
should also understand that if its employees are not happy , they will not treat the
customers properly.The tendency of the customer is that he gets frustrated even on
small things.He get infuriated if he is not given the due attention.It can not be denied
that the front line employees are able to gather a lot of information on customers
23.Narrate the steps to achieve employee satisfaction.
Know thyself
Know your employees
Establish a positive attitude
Share the goals
Monitor progress
Develop interesting work like job rotation , job enlargement and job
enrichment.
Communicate effectively
Celebrate the success.
24.What is meant by Quality circle?
QC are the group of people from one work unit who voluntarily meet together
on a regular basis to identify , analyse and solve problems relating to quality and other
problems problems in other areas.They choose their own problems , discuss among
themselves and try to arrive at a viable solution for implementation.These quality
circles are quite successful in Japan, though success of equal magnitude has not been
able to be achieved in other countries.
25. What is Continuous improvement?
Continuous improvement is derived from the Japanese term KAIZEN which means small but
continuous improvement.

26. What is Continuous process improvement?
Continuous process improvement is the heart of TQM Process. It consists of measuring key
quality parameters and take active steps to improve them. TQM demands structured
improvement programmes in all these areas of business administration, customer services,
product quality and so on. The main aim of continuous process improvement is to improve the
levels of customer satisfaction and reducing the cost of attaining this. The Organization should
strive to achieve perfection and quality by continuously improving the production process and
business.
27. What is Seire?
Seire is a Japanese word which means Organize.
It is about separating the things which are necessary for the Job from those that are
unnecessary and keeping the number of necessary things as low as possible and at a
convenient location. Differentiation should be made between necessary and unnecessary
things.
28. What is Seiton?
SEITON is a Japanese word which means to put things in order.
Things must be kept in order so that they are ready for use when needed. An American
Mechanical Engineer recalls that he used to spend so many hours for searching tools and parts,
when he worked in U.S.A. Only after he joined in a Japanese company, he saw how easily
workers were able to find what they needed and he realized the value of Seiton It is all about
neatness. Neatness is a study of efficiency. It is a question of how quickly one can get the
things needed and how quickly one can put them away. Things should be put back where they
belong.
29. What is Seiso?
SEISO is a Japanese word, which means Clean up.
Keep the workplace clean. Everyone in the organization from the managing director to the
sweeper should undertake this Job.
30. What is Seiketsu?
SEIKETSU is a Japanese word which means Standarardise.

Seiketsu means continually and repeatedly maintaining neatness and cleanliness in the
organization. It claims both personal cleanliness and the cleanliness of the environment. The
emphasis is on visual management, transparency in storage (put appropriate labels) and
standardization.
31. What is Shitsuke ?
Shitsuke is a Japanese word which means Discipline.
Discipline means instilling the ability of doing things the way they are supposed to be done.
Discipline is a process of repetition and practice. The emphasis in self-discipline is on creating
a work force with good habits.
32.What is 5 – S Practice?
5-S (JAPANESE 5-S PRACTICE) is the key for Total Quality Environment. The 5-S Practice
is a technique used to establish and maintain quality environment in an organization.
The 5-S Stands for five Japanese words.
1.Seire (Organize)
2.Seiton (Put things in order)
3.Seiso (Clean up)
4.Seiketsu (Standarardise)
5.Shitsuke (Discipline)
33.What is the logic behind 5-S Practice?
The logic behind the 5-S Practice is that organization, neatness, cleanliness, standardization
and discipline at the work place are the basic requirements for producing high quality products
and services, with high productivity and no wastage.
34. What is PDSA or Shewart Cycle?
The PDSA Cycle was first developed by Walter Shewart and then it was modified by Deming
as PDCA Cycle.. PDSA stands for PLAN, DO, STUDY and ACT. It’s a model used for
testing ideas that may create an improvement. It can be used to test ideas for improvement
quickly and easily based on existing ideas, research, feedback, theory audit etc or practical
ideas that have been proven to work elsewhere. It is a very effective improvement technique
and it uses simple measurements to monitor the effect of changes overtime. It encourages
starting with small changes, which can build in to larger improvements through successive
quick cycles of changes. The PDSA Cycle has been used for decades as an effective tool for
continuous improvement. This method is well established and validated and is particularly
suited for small and dynamic organizations.
35. Define a Process.

A process is a planned series of actions that advances a material or procedure from one stage
of completion to the next. Process includes the steps and decisions involved in the way work is
accomplished. Inputs to a process may be men, materials, money data etc. Output of the
process may be products, service, Information etc. The output of one process may be the input
to another process.
A simple example is the movement of raw material from one phase of production to the other.
Process refers to all business and product activities of an organization. Business processes are
purchasing, accounting, marketing, production, human resources etc.
36. Differentiate between Chronic and Sporadic Problems.
 Quality improvement activities are concerned with both sporadic and chronic
problems.
 The approaches for solving chronic problems differ from that for solving sporadic
problems
Sporadic Problems.
 Sporadic problems are quality problems that occur on all of a sudden due to several
reasons.
 Sporadic problems are attacked by the control sequence.
 Sporadic problems are dramatic and receive immediate attention.
 It is easy to identify and eradicate the sporadic problems. The causes for the sporadic
problems have to be analyzed and corrective measures have to be taken to eradicate
those problems completely.
Chronic problem
 A Chronic problem is a long standing problem and it is very difficult to find solution
for the problem.
 Chronic problems are not dramatic because they exist for a long time
 Chronic problems use the breakthrough sequence.
 Chronic problems are like chronic disease, which exist forever and it is often difficult
to solve.
 A continuous improvement can be achieved in Chronic problems by using statistical
quality control techniques.
37.What do you mean by “KAIZEN”?
Kaizen is a Japanese word, which means small but continuous improvement. It means ongoing
improvement involving everyone including managers and workers. The Kaizen philosophy
assumes that our way of life i.e. our professional life, social life or personnel life – deserves to
be constantly improved. In the Kaizen philosophy , improvement in all areas of business such

as cost, meeting delivery schedules, employee safety and skill development, supplier relations,
new product development or productivity all enhances the quality of the firm. Thus, any
activity directed towards improvements falls under Kaizen Umbrella.
Activities such as establishing traditional quality control systems , installing robotics and
advanced technology, instituting employee suggestion systems, maintaining equipment and
implementing JIT Production systems all leads to improvement (or) all can be reduced to one
word namely KAIZEN.
38. Explain the term “JIT”?
“JIT” is a Japanese technique, which means Just-in–time technique. The primary goal of JIT
is to achieve Zero inventory in an organization as well as throughout the entire supply chain.
“Just-in-time “ is not a jargon term for a new concept. It represents a goal. That goal is the
ultimate total elimination of inventory.
39. Explain Taguchi Quality loss function
Dr. Genichi Taguchi , a mechanical engineer who has own four deming awards has introduced
the Quality loss function concept, which combines cost, target and variation in one metric with
specifications being of secondary importance. Taghuchi has defined quality as the loss
imparted to society from the time a product is shipped. Societal losses include failure to meet
customer requirements, failure to meet ideal performance and harmful side effects.
40. What are the types of Quality problems ?
There are about five types of Quality problems. These problems can be classified in to
1. Compliance problem –These problems arise because the existing system is not
performing properly.
2. Unstructured problem - These problems arise because the existing system is not
3. Efficiency problem - These problems arise because the existing system is not
4. Process design problem – These problem arises because of poor process design.
5. Product design problem These problem arises because of poor product design.
41.Define Capability Index
Capability Index is the ratio of tolerance to the capability. There are two measures.
One indicates the ability of process to meet the specifications.

Another indicates the centering of the process on the target.
42.Define Partnering
Partnering is a relationship between two or more parties based upon trust, dedication to
common goals and objectives and understanding of each participants expectations and values.
43.What are the benefits of Partnering ?
The benefits of partnering are
 Improved Quality
 Increased efficiency
 Lower cost
 Increased opportunity for Innovation
 Continuous improvement in products and services.
44. What are the key elements for partnering Relationship?
The three key elements for partnering relationship are
1. Long term commitment
2. Trust
3. Shared Vision
45.What are the approaches to be followed for continuous process improvement?
The following are the different approaches towards continuous process improvement.
 Juran trilogy – Juran approach on quality improvement is from cost oriented
perspective.
 Shewarts Plan –Do – Study – Act (PDSA) Cycle
This approach is basically applying scientific methods for continuous improvement
and quality.
 5S for workplace organization to improve quality.
 KAIZEN – The Japanese approach to Quality improvement.

PART – B
1. Explain customer perception of quality.
One of the basic concepts of TQM is continuous process improvement.There is no
acceptable level of quality because the customers needs , values and expectations
are constantly changing and becoming more dependent. The following factors
influence customer perception:
Performance
Features
Service
Warranty
Price
Reputation
Performance
It involves fitness for use which is a phrase that indicates that a product and or service
is ready for the use of customers at the time of sale. Other considerations are:
Availability which is the probability that a product will operate when needed.
Reliability, which is freedom from failure over time.
Maintainability, which is the ease of keeping the product operational..
Features
Features or attributes of a product or service are psychological , time oriented,
contractual, ethical and technological. Features are secondary characteristics of a product or
service. For example the primary function of an automobile is transportation, whereas a car
stereo system is a feature of an automobile.
Service
An emphasis on customer service is emerging as a method for organization to give the
customer the added value. Customer service is an intangible- it is made up of many small
things, all geared to changing the customer’s perception .Intangible characteristics are those
that are not quantifiable, yet contribute greatly to customer satisfaction. Providing excellent
customer service is different from and more difficult than achieving product excellence.

Warranty
The product warranty represents an organization ‘s public promise of a quality
product backed up by a guarantee of customer satisfaction.. It also represents a public
commitment to guarantee a level of service sufficient to satisfy the customers. A warranty
forces the organization to focus on the customer ‘s definition of product and service quality. A
warranty generates feedback by providing information on the product or service quality. It
also forces the organization to develop a corrective action system. A warranty encourages
customers to buy a service by reducing the risk of the purchase decision and it generates more
sales from existing customers by enhancing loyalty.
Price
Customers are willing to pay higher price to obtain value. They evaluate the
organizations performance with that of the competitors to determine who provides the greatest
value. Ongoing efforts must be made by everyone having contact with customers to identify ,
verify and update each customers perception of value in relation to each product or service.
Reputation
Customers rate the organizations with the overall experience with them not just
the product. Good experience are repeated to six people and bad experience are repeated to 15
people, therefore it is very difficult to create a favourable impression.
2.Explain about service quality in various sectors.
Service quality in hospitals:
Seller :Doctors, hospitals, nursing homes etc.
Buyer :Patient
Acceptable service quality
1.Direct medical service such as diagonism, medicines surgery and treatment.
2.Indirect operations such as administration and purchasing.
3.Quality of performance related to food , housing, safety, and security.
Quality can be assessed through
1.Patient satisfaction survey
2.Hospital quality trend surveys
3.Patient quality service reports
4.Error rate survey.
Telecom service:
1.Availability

2.Connection establishment
3.Connection retention.
4.Connection quality
5.Billing integrity
.
Hotels: They have to be highly sensitive to personal desires , attitudes, wishes and tastes.
It depends upon
1.Appropriate reservation facility
2.provision of suitable room facility
3.Availability of food and bar services
4.Other services such as parking, transportation, gift shops,telephone service, laundry.
Restaurents:
Elements of quality are :
1.Accessibility, parking and surrounding.
2.Reception
3.Cleanliness and utensils
4.Safety measures
5.Dining room
6.Service
It requires
1.Understanding and giving the customer what he wants
2.Provide service without any delay.
3.Serve with good quality food
4.Listening politely to customer complaints.
Transportation:
1.Effectiveness in protection
2.Charges of transportation
3.Efficiency of packing
4.Efficiency of storage
5.Efficiency of delivery
3.List and explain the five levels in Maslows theory and relate it to customer satisfaction
A popular motivational theory was developed by Maslow.He stated that motivation
could be explained in terms of a hierarchy of needs and that there are five levels .these levels
are survival, security, social, esteem, and self actualization.
Level 1 –

It means food, clothing and shelter. These are usually provided by a job,in work place
needs at level 1 include proper lighting, heating/air conditioning, ventilation, phonic
communication system, data /voice access and computer information system.
Level 2
It means a safe place of work and job security .These are very important to
employees.it is really a motivating factor , if an organization takes interest in the well being of
its employees.Actually a threat of losing the job can not be a motivating factor to the
employees.It is not limited to job security alone.It includes having privacy in doing the job,
by having a cabin, a storeroom or cupboard to lock the personal items and adjustable
furniture.
Level 3
It is the need to belong.this is a must for human beings.The greatest punishment to an
employee is to keep him in isolation in an office environment.In such a situation he would
feel utmost despair and go to the extreme step of ending his life.Employees need to be
provided with formal social areas like canteens, conference rooms and informal areas like
water coolers , coffee vending machine or notice boards.
Level 4
It is pride and self worth.Everone wants to be recognized in the organization in which
he works.Business cards, office rooms furnished with needy furniture and creating a good
ambience definitely enhances the talent and definitely motivates him.It is quite interesting to
note that he longs for all these to satisfy his ego under the guise of self respect.Seeking advice
from the employees on matters of common interest will create and sustain a self esteem
feeling in employees.
Level 5
Deals with the ascent on the ladder to higher positions.Really intelligent and efficient
employees require to be promoted.Stagnation in the existing position for too long a period will
not make the employees sustain enthusiasm and any amount of coaxing can not considered as

motivating them.An interesting point at this juncture is worth notable.An employee is prone to
think that if his job security is endangered , why not reverting back to the previous level.
4.Describe Herzberg’s dissatisfiers and motivators.
Herzberg extended the general work of Maslow by using empirical research to develop his
theory on employee motivation. He found that people were motivated by recognition
responsibility , achievement, advancement and the work itself.These factors were labeled as
motivators.In addition he found that bad feelings were associated with low salary , minimal
fringes benefits poor working conditions , ill defined organizational policies and mediocre
technical supervision. These job related factors were labeled as dissatisfiers or hygiene factors
which implies that they are preventable..It is important to realize that dissatisfiers are often
extrinsic in nature and motivators are often instrinsic.the presence of the extrinsic conditions
does not necessarily motivate employees, however their absence results in dissatisfaction
among employees..Absence of motivating factors does not make employees dissatisfied but
when there are motivating factors present they do provide strong levels of motivation that
result in good job performance for the individual and the organization.In general dissatisfiers
must be taken care of before motivators are activated..Dissatisfiers are equivalent to Maslow’s
lower levels and the motivators are equivalent to the upper levels.
5.Explain the process of resolving customer complaints.
 Investigate customers experience by actively soliciting feedback, both positive and
negative and then acting on it promptly.
 Develop procedures for complaint resolution that empowering front line personnel.
 Analyse complaints , but understand that complaints do not always fit into neat
categories.
 Work to identify process and material variations and then eliminate the root cause
.”More inspection is not corrective action”.
 When a survey response is received , a senior manager should contact the customer
and strive to resolve the concern.
 Establish customer satisfaction measures and constantly monitor them.
 Communicate complaint information as well as the results of all investigations and
solutions to all people in the organization.
 Provide a monthly complaint report to the quality council for their evaluation and if
needed the assignment of process improvement teams.
 Identify customers expectations beforehand rather than afterward through complaint
analysis.

An organization should devote more attention to train the so called front line employees
to solve the complaints directly.Customers want their problems solved quickly, efficiently
and effectively.Hence the frontline employees should know how to handle the customers
.the attitude of the employee concerned is often belongs to the why should we care
category.In such circumstances the top management should see that such employees are
removed from the front office and assigned unimportant works with no direct dealing of
the customer.Nowadays customers are quite knowledgeable and they switch over to the
competitor once their self respect is harmed.
Any organization should understand that customer focus and listening skills are not
easily learnt. So training has become a management top priority.In fact the front line
employees should be recognized and rewarded for their skills in successful dealing with
the customers.Mangement should also give enough powers to the employee directly
dealing the customers to take the spot decisions to satisfy the irate customer if he is found
correct.The management should encourage the employees to take risk make decisions and
not be afraid of making a mistake..
It ahs been found that the better service at the point of sale, the fewer the complaints
and grater the sales volume.Disgruntled or dissatisfied employees are to be reckoned as
dead weights around the neck of the management.They are like dissatisfied
customers.Hence the management has to tackle the employee problem.The management
should consider necessary to evaluate the improvement in customer satisfaction.
6.Explain the elements of service quality.
Elements of service quality are:
1.Organization
Identify each market segment
Write down the requirement
Communicate the requirements
Organize the process
Organize the physical spaces.
2.Customer care
Meet the customers expectations
Get the customers point of view
Deliver what is promised.
Make the customer feel valued
Respond to all complaints

Overrespond to the customer
Provide a clean and comfortable customer reception area.
3.Communication
Optimize the tradeoff between time and personal attention
Minimize the number of contact points
Provide pleasant knowledgeable and enthusiastic employees
Write documents in customer friendly language.
4.Front line people
Hire people who like people
Challenge them to develop better methods
Give them the authority to solve the problem
Serve them as internal customers
Be sure they are adequately trained
Recognize and reward performance.
5.Leadership
Lead by example
Listen to the front line people.
Strive for continuous process improvement
7.How can the employee be empowered.
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 customer requirements within well defined
boundaries in order to achieve organizational values and goals.
The word empowerment is not to be confused with delegation or job
enrichment.Delegation is distribution and entrusting work to others.Employee
empowerment requires the individual to be held responsible for accomplishing a whole
task.Besides the employee by having been empowered becomes accountable for the
work.The following conditions are necessary for employee empowerment.
1.Everyone must understand the need for the change.
2.The system needs to change to create a new scenario.
3.The organization must enable its employees.

People fear change that is why the resist change.Change is always considered as
something impost on them without their full concern.The organization needs an effective
communication with their employees.They should be convinced that the change would
benefit them.Change in the system is a must to reinforce and motivate the individual and
group accompolishment.Enabling the employees means providing information,education
and skill.People want normally want to be more incharge of their jobs and carreers.Many
appreciate the value of trust and responsibility in an environment supporting people and
their actions.
8.Explain about the different types of teams in detail.
Team is defined as a group of people working together to achieve a common objective or goal.The various types of teams are:
i)process improvement team
ii)cross-functional team
iii)natural work team
iv)self-directed/self managed work team
i)process improvement team:
It represents each operation of the process or sub process.A team of about six to ten
members will come from the work team.The team is temporary in nature and it is
unbundled once the objective or goal is achieved
ii)Cross-functional team:
It comprises of about six to ten members representing different functional areas lide
engineering,marketing,accounting,production,quality and HR.It may also have a customer
and supplier.The life of this team is also temporary.
iii)Natural work team:
It is not voluntary.It is composed of all the members of the work unit.The manager
is part of the team and the projects to improved are selected by the management.
iv)self-directed/self managed work team:
The extension of natural work team without manager.There is team co-odinator who
acts as a liason with the senior management.The team meets daily to plan their
activities.The additionsl responsibilities are hiring dissmisal,performance
evaluation,customer relations,supplier relation,recognition and reward and training.

9.What are the characteristics of successful teams?
1.Sponsor- A sponsor is a member of the quality council thereby providing the
organizational support.
2.Team charter- It is a document that contain the team boundaries, background of the
problem, the teams authority and duties.It also identifies the members team, leader
timekeeper and facilitator.
3.Team composition- The size should rarely exceed ten people except in the case of
natural work team.Larger teams have the problem of conflict.
4.Training- members should be trained on problem solving techniques , team
dynamics, and communication skills.
5.Groung rules- They contain the rules and operation and conduct.There should be an
open discussion of what is tolerated and not.
6.Clear objectives- There should be clear objectives and goals.
7.Accountability- Periodic status reports should be given to the quality council.It
should find the teams weakness and strengths.
8.Welldefined decision procedures- Effective , acceptable and timely decisions have to
be made by the team.
9.Resources- Important aspect is the access to the information.The team cannot be
expected to perform without the necessary tools and techniques.
10.trust- management must trust them to perform the task effectively
11.Effective problem solving- Decisions are based on the problem solving method.
12.Open communication- Members actively listen , without interruption speak with
clarity and directness, ask questions and say what they mean.
13.Appropriate leadership- All teams need leadership whether imposed by the quality
council or whether someone emerges as a leader.
14.Balanced participation- all members must actively involve in the teams activities.
15.Cohesiveness- members should be comfortable working with each other as a single
unit.

10.Explain the role of team members
The team consist of a
1.Team leader:
Ensure smooth and effective operation of the team
Ensure that all the members participate
Serve as a contact point between the sponsor or the quality council
Implement the changes recommended by the team
Monitor the status and accomplishment of the members
Prepare the meeting agenda
Ensure that team decisions are made by consensus.
2.Facilitator is not a member of the team.He is a neutral assistant and may not be needed
with a mature team.His role:
Support the leader in facilitating the team during the initial stages.
Focus on how the decisions are made.
Intervenes when necessary to keep them on track.
Does not perform the activities of the team
Provides feedback on the team performance.
3.Recorder- He is rotated on a periodical basis.His role is:
Documents the main ideas of the discussion, the issues raised, decisions made, actions
and future agenda.
Presents the documents for the team review.
Participates a s a member
4.Time keeper:His role is:
Monitors the time
participates as a team member.
5.Team member
Contribute best, without reservation by actively participating.
Respects the peoples contributions
Listen carefully
Be enthusiastic

Works for consensus
Supports the decisions of the team
Trusts, supports and ahs genuine concern for other team members
Understands and is commited to the team
Respect and is tolerant of individual differences.
Encourages feedback on own behaviour
Acknowledges and works through conflict openly.
Gives honest and sincere appreciation
11.Explain the team problems and their solutions
There are many problems
1.Floundering- The team has trouble starting or ending or in between.Determine the cause
of the hold up and have each member write down the reasons and discuss in the next
meeting.
2.Overbearing participants-They have an unusual amount of influence in the team.They
have a particular expertise.They sometimes discourage discussions and discount the
members ideas.Reinforce the ground rules, ask for the persons cooperation, and enforce
the importance of the data and problem solving method.
3.Dominating participants- they like to hear themselves talk, and they dominate the
meeting.Solution is to structure discussion on the key issues for equal participation and
have the team agree on the need for balanced participation.
4.Reluctantparticipants- They feel shy or they are unsure o themselves they must be
encouraged to participate.
5.Unquestioned acceptance of the opinions as facts- Some members assert personal
beliefs with such confidence that other members think that as facts.Solution is to request
data and to follow the problem solving method.
6.Rush to accomplish- Team is being pushed by one or more members who are impatient
for results.Confront the rusher offline and explain the effects of impatience.
7.Attribution – It is guessing at a persons motives when w e disagree or don’t understand
their opinion.Solution is to find out the real meaning of the problem.
8.Discounts and plops- Arises when members fail to givecredit to anothers opinion or no
one responds to a statement that plops.Solution is to reinforce active listening, and
support the discounted member.

9.Wander lust- It happen when members lose track of the meetings purpose or want to
avoid a sensitive topic.Solution are to use agenda with time estimates and redirect the
conversation back to the agenda.
10.Feuding team member- they disrupt the entire team with their disagreement.solution
are to get the adversaries to discuss the issues offline , offer to facilitate the discussion and
encourage them to form some contract about their behaviour.
12.What are the stages of team development?
There are different stages in the life cycle of teams.Bruce tuckerman found that there
were four stages to team development.These stages are forming , storming, norming and
performing.
1.Forming- here the members become aware of the team boundaries.They are not familiar
with each other.They are cautious ad their communication is formal..Time is spent in
organizing and training.The leader charters the team .they should meet to evaluate the
problem posed by the management, determine the type of training team members may
need and identify the appropriate team leader.
2.Storming-The members start to realize the amount of work that lies ahead.Members
they resist working as a team.There is a real deal of conflict.Each individual particularly
from the cross functional team brings with them both hierarchial and functional baggage,
differenced in goals, , differences in perception as well as different work ethics sense of
time career family priorities, and attitudes towards authority. Team leader should handle
the conflict.
Ask each member to list what the other side should do.
Have the sides each to write ten questions for their opponents .This will allow them to
signal their major concern about the other sides position.The answers often lead to
compromise.
Convince the team members they sometimes have to admit they are wrong.
Respect the experts on the team
3.Norming- Here the members begin to work together.Emotional conflict is reduced as
cooperation cohesion and constructive criticism start to become the normal
behaviour.Significant process begins to occur.
4.Performing- They have settled their relations and expectations.They better understand
the project and begin performing by diagnosing and solving problems and choosing and
implementing changes.Members work to achieve their objectives effectively and
efficiently.

5.Adjourning- this stage is reserved to the temporary teams.They should evaluate the
performance and determine the results learned.They also need a celebration to recognize
the team members contribution to the organization..
13What are the barriers to team progress?
1.Insufficient training- They should be trained in problem solving techniques group
dynamics and communication skill.
2.Incompatible rewards and compensation- They make little effort to reward team
performance.Because of the strong focus on the individual reward it is difficult for
individuals to buy into the team concept.
3.First line supervisor resistance- They are reluctant to give up power and concerned
about job security
4.lack of planning – A lack of common direction or alignment on the use of collaborative
efforts , internal competition, redundancy and fragmented work processes all prevent
work teams.
5.lack of management support- It must provide the resources and buy into the quality
council/sponsor system.
6.Access to information system-They need information such as business performance ,
competitive performance, financial data and so on.
7.Lack of union support-They need union support for the team to be successful.
8.Project scope too large- The team and organization are not clear on what is reasonable
or management is abducting its responsibility to guide the team.
9.Project objectives are not significant- Management has not defined what role the team
will play in the organization.
10.No clear measure of successs-The team is not clear about its charter and goals.
11.No time to do improvement work – Value and beliefs of the organization are not
compatible with the team ‘s work.Individual departmental politics interfere with the
team’s progress.
12.Team is too large-The organization lack methods for involving people in ways other
than team membership.

13.Trapped in group think- team members all have a mindset that no actions are taken
until everyone agrees with every decision.
14.Explain about recognition and reward.
Recognition is a form of employee motivation in which the organization openly
acknowledges the positive contribution an individual or team has made to the successs of
the organization.Management can either orally or in writing praise the deserving
employee by presenting certificates or mementos.They may also be rwarded by cash
awards.Rewards and recognition go together and if the organization adopts this method, it
amounts to letting the deserving employees made known to outside world as valuable
assets.
In fact the recognition should be valid and genuine and also meaningful for the giver
and the recipient.Reward can be delayed; but recognition can not be delayed and should
be on a timely basis.People like to be recognized either individually or as a team .There
can be no parallel act like putting up the details on the notice board or in the in house
bulletins about the deserving employee.Sending letters to their families will bring
immediate joy to such employees.
An effective system has:
Serves as a continual reminder that the organization regards quality and productivity as
important.
Offers the organization a visible technique to thank high achievers for outstanding
performance.
Provides employees a specific goal to work.It motivates the employees to improve the
process.
Boosts the morale in the work environment by creating a healthy sense of competition
among individuals and teams seeking recognition
15.How can the performance appraisal be improved?
The very purpose of performance appraisal is to make the employees know hoe they
are functioning in the organization The employees should know the parameters for
measurement. There are seven steps for improvement for performance appraisal
1.Use rating scales having few rating measure
2.Require work team or group evaluations that are at least equal in emphasis to individual
focused evaluation
3.Require more frequent performance reviews

4.Promotion decision to be made by independent administrative process.
5.Include indexes of customer satisfaction in the appraisal process.
6.Use subordinate feedback as the index of customer satisfaction
7.Include evaluation for process improvement in addition to results.
16.Explain the steps involved in implementing the continuous process improvement.
CONTINOUS PROCESS IMPROVEMENT
The Organisation should strive to achieve perfection and quality by continuously improving
the production process and business. It is very difficult to attain the perfection Continuous
improvement is derived from the Japanese term KAIZEN which means small but continuous
improvement. Continuous process improvement is the heart of TQM Process .It consists of
measuring key quality parameters and take active steps to improve them. TQM demands
structured improvement programmes in all these areas of business administration, customer
services, product quality and so on.
The main aim of continuous process improvement is to improve the levels of customer
satisfaction and reducing the cost of attaining this.
The following line diagram shows the steps towards implementing continuous process
improvement.
Define current status
Define improvement objectives
Make team
Define the process
Assess the reasons for variability
Develop improvement plans
Take pilot runs
Requirement of Modification/Upgradation
Implement pilot process results
Measure Results
Implement fully
17What are the strategies to be followed to achieve continuous process improvement?

Continuous process improvement can bemade by the following strategies
 Anticipate the changing customer needs
 View all production activity or business activity as process
 Make all process effective, efficient and adaptable.
 Control in-process performance by using various TQM tools like control charts.
 Eliminate waste and rework wherever it occurs
 Eliminate those activities which do not add value to the product or service
 Eliminate non conformities in all phases of work.
 Innovate to achieve breakthrough
 Incorporate lessons learned for the future activities.
 Use technical tools such as statistical process control (SPC), experimental design,
benchmarking, Quality function deployment,(QFD) and so on to improve competive
advantage.
18.Explain various phases in ADDIE model of continuous process improvement
ADDIE or Systems Approach to Continuous Process Improvement
ADDIE or Analysis, Design, Development, Implement and Evaluate model has five
phases.
a) Analysis Phase :
In this phase the aim is to identify the areas of opportunity and to target specific problems.
These areas of opportunity and problems are identified based on brainstorming sessions,
Process definition sessions Recommendations forwarded to the team by organizational
members and various other analyzing techniques.
b) Design Phase
This Phase generates solutions through Brainstorming sessions. Here the required
resources are identified to implement the choosen solution and also the baselines to
measure the outcomes that are identified.
c) Development Phase
Here a detailed procedure for implementing the approved solution is formulated.
d) Implementation phase
Execute the approved solution
e) Evaluation Phase

In this phase, measurement tools are built; implementation is monitored and measurements
to baseline are evaluated. Evaluation is not only reserved for the last but is done
throughout the entire process.
19.Explain the Juran Trilogy
JURAN TRILOGY
Dr. Joseph Moses Juran’s major contribution to the world has been in the field of quality
management.
Dr.Joseph Juran was also called as father of Quality. He was a professor and Quality
consultant and conceptualized the Pareto principle where many Industries depends on it. The
American society for quality have proposed to rename the Pareto’s principle as Juran’s
Principle. Its universal application makes it one of the most useful concepts and tools of
modern day management.
Dr. Joseph Moses Juran has written many books on Quality. One of his book namely
“Standard reference work on Quality control” is one of the reference handbook used by quality
departments in most of the organizations.
This handbook on quality gives more useful information to improve the performance of the
organization by improving the quality of goods and services. One of his classic book namely
Managerial Breakthrough presents more general theory of quality management
The book Managerial Breakthrough is the first book to describe a step by step sequence for
breakthrough improvement. Today this process has evolved in to six sigma and it act as a
basis for quality initiatives world wide.
In 1979 Juran founded Juran Institute, an organization aimed at providing Research and
pragmatic solutions to enable organizations from any Industry to learn the tools and
techniques for managing Quality.
Juran describes Quality from the customer perspective as having two aspects.
Higher quality means greater number of features that meet customer needs.
The second aspect is that the product should be free from troubles.
The Juran Trilogy, published in 1986, was accepted world wide as the basis for quality
management.
The Juran Trilogy describes three basic components or processes required to manage quality
in the organization. They are
Quality Planning
Quality improvement
Quality Control
Quality Trilogy model was developed by Juran at Juran Institute. Quality Trilogy provides a
model of how an organization can improve from the bottom line by better understanding the
relationship between the processes that plan , control and improve quality.

Quality planning - The process for designing products , services and processes to meet new
breakthrough goals.
Steps involved in Quality planning are
Setting the goals
Identify the customers
Determine the needs of those customers
Translate those needs in to business language.
Develop a product that can respond to those needs.
Optimize the product features so as to meet the organizations needs and customer needs.
Quality Improvement
Develop a process to produce a product of good quality.
Optimize the process
Quality Control
Prove that the process can produce the products under operating conditions with minimum
inspection
Transfer the process in to operations.
20.Explain PDSA Cycle with a neat sketch
PDSA CYCLE
The PDSA Cycle was first developed by Walter shewart and then it was modified by deming
as PDCA Cycle. PDSA stands for PLAN, DO, STUDY and ACT. It’s a model used for testing
ideas that may create an improvement. It can be used to test ideas for improvement quickly
and easily based on existing ideas, research, feedback, theory audit etc or practical ideas that
have been proven to work elsewhere. It is a very effective improvement technique and it uses
simple measurements to monitor the effect of changes overtime. It encourages starting with
small changes, which can build in to larger improvements through successive quick cycles of
changes. The PDSA Cycle has been used for decades as an effective tool for continous
improvement. This method is well established and validated and is particularly suited for small
and dynamic organizations.
STEP – 1 PLAN
Identify what change you think will create improvement and then plan the test of the change.
What is the objective of introducing the change? Plan on how you are going to collect the
information’s about the differences that occur after the implementation of the plan. Identify

how you will know whether the change made has worked or not? The change should bring out
the differences which are measurable in isolation. A major change could be broken in to
smaller and more manageable chunks.
STEP – 2
Put the plan in to practice. Then set the change by collecting data. The stage involves carrying
out the plans successfully. It is important that the DO stage is kept as short as possible. There
may be changes that could only be measured over long periods. Record any unexpected
events, problems and observations. Start analyzing the data.
STEP – 3 STUDY
Review and reflect on the data collected in the previous step. Complete the analysis of the
data. Find out whether there has been any improvement in the process ? Did your expectations
meet the reality. Find out what could have been done differently.
STEP – 4 ACT
Make further changes or amendments after you have decided what worked and what didn’t
and collect data again. Carry out an amended version of what happened during the ‘DO’ stage
and measure any difference.
21.Explain the problem solving method for process improvement.
THE PROBLEM SOLVING METHOD FOR PROCESS IMPROVEMENT
Problem solving represents to find the cause of the problem and addressing the cause of the
problem so that the problem does not occur. Problem solving method of process improvement
is a systematic approach which will yield greater benefits on process improvements. When the
quality improvement problem is small or in the initial stages, a quick solution to those
problems can be achieved because either the solution is obvious or the Team/Individual
involved in solving the problem has the necessary expertise or has a bright idea. But this is
quite impossible if the quality improvement problem is wider in scope. Thus in the long term,
a systematic approach will yield better results. The problem solving method has seven stages
which are given below. They are
1. Identify the opportunity
2. Analyze the current process
3. Develop the optimal solution
4. Implement changes
5. Study the results

6. Standardize the solution
7. Plan for the future
22. Explain 5-S Practice
5 – S (JAPANESE 5-S PRACTICE)
5-S is the key for Total Quality Environment. The 5-S Practice is a technique used to establish
and maintain quality environment in an organization.
The 5-S Stands for five Japanese words.
1.Seire (Organize)
2.Seiton (Put things in order)
3.Seiso (Clean up)
4.Seiketsu (Standarardise)
5.Shitsuke (Discipline)
The English equivalents , their meanings and typical examples are shown in the following
table
JAPANESE ENGLISH MEANING TYPICAL EXAMPLE
Seire Structurise Organize Throw away rubbish
Seiton Systemise Neatness (or) in
order
30-seconds are required
to retrieve a document.
Seiso Sanitise Cleaning Individual cleaning
responsibility
Seiketsu Standardise Standardisation Transparency of storage
Shitsuke Self Discipline Discipline Do 5-S Daily
1.Seire (Organize)
It is about separating the things which are necessary for the Job from those that are
unnecessary and keeping the number of necessary things as low as possible and at a covenient
location. Differentiation should be made between necessary and unnecessary things.
2. Seiton (Put things in order)
Things must be kept in order so that they are ready for use when needed. An American
Mechanical Engineer recalls that he used to spend so many hours for searching tools and parts,

when he worked in U.S.A. Only after he joined in a Japanese company, he saw how easily
workers were able to find what they needed and he realized the value of Seiton It is all about
neatness. Neatness is a study of efficiency. It is a question of how quickly one can get the
things needed and how quickly one can put them away. Things should be put back where they
belong.
3. Seiso (Clean up)
Keep the workplace clean. Everyone in the organization from the managing director to the
sweeper should undertake this Job.
4. Seiketsu (Standarardise)
Seiketsu means continually and repeatedly maintaining neatness and cleanliness in the
organization. It claims both personal cleanliness and the cleanliness of the environment. The
emphasis is on visual management, transparency in storage (put appropriate labels) and
standardization.
5. Shitsuke (Discipline)
Discipline means instilling the ability of doing things the way they are supposed to be done.
Discipline is a process of repetition and practice. The emphasis in self-discipline is on creating
a work force with good habits.
The logic behind the 5-S Practice is that organization, neatness, cleanliness, standardization
and discipline at the work place are the basic requirements for producing high quality products
and services, with high productivity and no wastage.
23.Differentiate between Kaizen and Innovation on various criteria’s
KAIZEN Vs INNOVATION
Kaizen is different from innovation. Innovation results in large, short term and radical changes
in products and processes. Innovation is dramatic, a real attention getter and often championed
by a few proponents. Kaizen, on the other hand, is a continous improvement involving every
employee at every level in every organization. Kaizen is focused on small, frequent and
gradual improvements over a long term. The comparison between kaizen and Innovation is
given in the following table
Kaizen and Innovation
S.NO CRITERIA KAIZEN INNOVATION
1 Effect Long term and Long
lasting but undramatic
Short term and Dramatic
2 Pace Small steps Big-Steps-Leap
3 Time-frame Continous and Intermittent and non-

Incremental incremental
4 Change Gradual and Constant Abrupt and Volatile
5 Involvement Everybody Selected few champions
6 Practical
requirements
It requires little
Investment but greater
effort to maintain it.
It requires large investment
but little effort to maintain it.
7 Effort Orientation People Technology
8 Evaluation Criteria Process and efforts for
better results
Results for profit
24. How can every one be involved in improvement activities (Kaizen Philosophy) ?
Top Management
1. It can focus on improvement as an important component of corporate strategy.
2. It provides support to improvement activities by allocating resources effectively.
3. It builds systems, procedures and reward structures that are conducive to improvement.
Middle Mnagement
1. Middle Management can implement top management improvement goals by
establishing, upgrading and maintaining operating standards that reflect those goals
2. It improves co-operation between departments.
3. It makes employees conscious of their responsibility towards improvements and develops
their problem solving skills through training.
Supervisors
1. Supervisors provide more of their attention to improvement rather than ‘supervision’
2. They provide better guidance for workers and improve communication.
Workers
Workers engage in improvement through suggestion systems and small group activities, self-
development programs for problem solving and enhanced Job performance skills.
The foundation for Quality improvement in the kaizen philosophy is the use of statistically
based tools for problem solving and training for all levels of management and workers.

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