This document provides an overview of total quality management (TQM) principles and concepts. It defines TQM and quality, lists the dimensions of quality, and discusses basic TQM concepts like management commitment, customer focus, workforce involvement, and continuous improvement. It also covers TQM principles, quality costs, quality planning, performance measures, recognition and reward systems, and process improvement techniques like statistical process control, Kaizen, and PDCA. The document is intended as a reference for students taking a course on TQM.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
Quality Management Principles Become CEO Management Practices!Phi Jack
The document discusses the eight quality management principles (QMP) outlined in ISO standards: customer focus, leadership, involvement of people, process approach, systematic approach to management, continual improvement, factual approach to decision-making, and mutually beneficial supplier relationships. It provides details on how each principle can be applied and benefits organizations by improving performance, productivity, efficiency and customer satisfaction. Implementing the eight principles requires leadership, vision, communication and planning to establish them as a management system.
The document outlines 8 principles of total quality management (TQM): 1) Leadership, 2) Customer Focus, 3) Process Approach, 4) Involvement of People, 5) System Approach, 6) Continuous Improvement, 7) Factual Approach to Decision Making, and 8) Mutually Beneficial Supplier Relationships. For each principle, steps for application are provided, such as establishing shared values, understanding customer needs, defining processes, involving people at all levels, recognizing improvements, and creating mutually beneficial relationships with suppliers. The principles are meant to guide organizations in achieving objectives and meeting customer expectations through a systematic approach.
This document provides an introduction to quality and performance excellence. It defines quality using terms like fitness for use, meeting customer expectations, and conformance to specifications. It discusses the importance of quality and provides a history of quality assurance. Key thinkers in the quality movement like Deming, Juran, and Crosby are introduced along with their philosophies and principles. The document outlines principles of total quality like customer focus, process orientation, continuous improvement, and leadership.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
The document summarizes a presentation about quality improvement and leadership given by Tom Baldrick. It discusses phases of change, including awareness, education, knowledge, competence and expertise. It encourages organizations to assess where they are, study past improvement initiatives, and ask questions to understand processes, customers and readiness for change. The document promotes increasing knowledge about performance excellence criteria and organizational self-assessment using tools from the Baldrige program and Ohio Partnership for Excellence. It emphasizes commitment to lifelong learning and taking action to improve.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
Quality Management Principles Become CEO Management Practices!Phi Jack
The document discusses the eight quality management principles (QMP) outlined in ISO standards: customer focus, leadership, involvement of people, process approach, systematic approach to management, continual improvement, factual approach to decision-making, and mutually beneficial supplier relationships. It provides details on how each principle can be applied and benefits organizations by improving performance, productivity, efficiency and customer satisfaction. Implementing the eight principles requires leadership, vision, communication and planning to establish them as a management system.
The document outlines 8 principles of total quality management (TQM): 1) Leadership, 2) Customer Focus, 3) Process Approach, 4) Involvement of People, 5) System Approach, 6) Continuous Improvement, 7) Factual Approach to Decision Making, and 8) Mutually Beneficial Supplier Relationships. For each principle, steps for application are provided, such as establishing shared values, understanding customer needs, defining processes, involving people at all levels, recognizing improvements, and creating mutually beneficial relationships with suppliers. The principles are meant to guide organizations in achieving objectives and meeting customer expectations through a systematic approach.
This document provides an introduction to quality and performance excellence. It defines quality using terms like fitness for use, meeting customer expectations, and conformance to specifications. It discusses the importance of quality and provides a history of quality assurance. Key thinkers in the quality movement like Deming, Juran, and Crosby are introduced along with their philosophies and principles. The document outlines principles of total quality like customer focus, process orientation, continuous improvement, and leadership.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
The document summarizes a presentation about quality improvement and leadership given by Tom Baldrick. It discusses phases of change, including awareness, education, knowledge, competence and expertise. It encourages organizations to assess where they are, study past improvement initiatives, and ask questions to understand processes, customers and readiness for change. The document promotes increasing knowledge about performance excellence criteria and organizational self-assessment using tools from the Baldrige program and Ohio Partnership for Excellence. It emphasizes commitment to lifelong learning and taking action to improve.
This document discusses the importance of involving people in total quality management (TQM) efforts. It outlines principles from several quality frameworks that emphasize empowering employees at all levels and fully utilizing their skills and knowledge. Key points include developing people's competencies through training, encouraging participation and empowerment, ensuring two-way communication between employees and management, and rewarding performance in a way that promotes collaboration over competition. The document also notes some common pitfalls like lack of clear responsibilities and accountability, and suggests addressing these through consistent leadership and modified performance review systems.
This document provides an overview of quality management. It defines quality and discusses determinants and dimensions of quality. It describes approaches like Total Quality Management (TQM) and Six Sigma. It discusses quality gurus, costs of quality, and quality tools. It also outlines problem solving methods and process improvement techniques.
Barriers to total quality management implementation By Mahr M.Haseeb SultanMuhammad Haseeb Sultan
This document discusses barriers to implementing total quality management (TQM). It identifies 9 key barriers: 1) competitive markets that lower quality standards, 2) bad attitudes among employees and an abdication of responsibility, 3) a lack of leadership for quality initiatives, 4) insufficient cultural dynamism within organizations, 5) inadequate resources allocated to TQM, 6) a lack of customer focus, 7) difficulties measuring quality improvements, 8) poor planning of TQM programs, and 9) a lack of commitment to TQM from top management. The document argues that overcoming these barriers is important for successful long-term implementation of TQM principles in organizations.
This document discusses various performance measures that can be used as part of a total quality management (TQM) system. It describes measuring performance to check if objectives are being achieved and lists common objectives such as achieving business goals and improving customer satisfaction. Examples of measures discussed include production, customer satisfaction, purchasing processes, and resource development. Graphical techniques and the balanced scorecard approach are also summarized as methods for measuring performance.
Implementing and sustaining a culture of performance excellence requires addressing organizational culture, best practices, and overcoming common barriers to change. Leaders must gain buy-in from all levels of the organization and view continuous improvement as a journey rather than expecting immediate results. Self-assessment and follow up are important to identify strengths and opportunities for evolving performance.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
performance measure
,
why measure performance
,
the value concept
,
measure what matters
,
why accounting measures of performanceare not ade
,
lead indicators as value drivers
,
financial performance can be measured by
,
internal business process measures
,
the objectives of six sigma
,
difference between tqm and six sigma
,
malcolm baldrige national quality award
This document provides an introduction to quality and total quality management. It defines key quality-related terms like quality management, quality assurance, and quality control. It discusses various quality philosophies from thinkers like Deming, Juran, Crosby and describes concepts like quality planning, quality control, quality improvement. It also covers ISO 9000 standards, acceptance sampling techniques, and introduces the concept of total quality management which emphasizes meeting customer expectations through empowering employees in integrated organizational efforts.
Work Study is the systematic examination of work processes to improve efficiency through establishing performance standards. It involves selecting processes to study, recording current methods, examining each element of the process, developing and evaluating alternative solutions, defining and installing new methods, and maintaining standards. Key aspects of Work Study include analyzing the purpose, place, sequence and means of each task to identify ways to eliminate unnecessary work, combine or rearrange tasks, and simplify processes.
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
This document discusses Bramkamp's fulfillment services for Gold Star Chili. It outlines the benefits of a well-designed fulfillment program, including increased customer satisfaction, reduced time to market for new products, and optimized supply chain response to demand shifts. Bramkamp claims it can reduce operating costs for Gold Star through print-on-demand technology and lower inventory, logistics, and operations expenses. The future of fulfillment at Bramkamp includes continuous expansion and growth to meet customer needs through integrated ERP systems.
This document discusses strategies for achieving competitive advantage and performance excellence. It provides an overview of key strategic concepts like quality, cost leadership, differentiation, core competencies, and strategic planning processes. Quality is identified as the most important factor for business profitability. Firms can pursue strategies like quality improvement, cost reduction, and differentiation to gain advantages over competitors. Effective strategic planning involves assessing opportunities and threats, defining goals and strategies, implementing action plans, and monitoring performance.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
This document discusses various topics related to employee involvement and performance measurement. It covers motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses job rotation, job enlargement, job enrichment and their benefits. Other topics include types of teams, characteristics of successful teams, decision making types, and methods to involve employees like suggestion systems and gainsharing. Performance is measured using various metrics related to human resources, customers, production, suppliers and administration. Graphs and tools like control charts and capability indices are used to present performance measures.
Chapter 7 building and sustaining performance excellence in organizationsDr. John V. Padua
This chapter discusses building and sustaining total quality organizations. Key points include:
- Adopting a total quality philosophy can help companies improve and react to competitive threats. It requires readiness for change, best practices, and an effective organizational structure.
- Corporate culture change is difficult and must have full participation at all levels. Changes take time and may not have immediate results.
- Implementing total quality requires commitment from senior management, middle management, and the entire workforce. Strategic changes address objectives while process changes improve operations.
- Common mistakes are treating quality as a program rather than a focus on customers, setting goals too low, and lack of empowerment or commitment from senior leadership. Sustaining
The document provides an overview of total quality management (TQM), including its history and key figures like Deming. It discusses principles of TQM like customer focus, continuous improvement, and defines quality from different perspectives such as products, users, and manufacturing. The document also covers quality tools and approaches including control charts, quality circles, cause and effect diagrams, and Deming's system of profound knowledge.
Developing Performance Indicators Measures And MethodsTeik Oh
The document provides guidance on developing performance measures and objectives. It discusses developing measures related to an organization's vision, mission and goals using various categories like inputs, outputs, outcomes, efficiency and quality. Examples are provided to illustrate direct and indirect performance measures. The quality of measures is evaluated based on their relation to vision/mission/goals, importance, measurability, comprehensiveness and preferred type. The workshop example develops measures for the goal of minimizing rats in Kuala Lumpur and potential supporting objectives.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
The document provides an overview of the eight quality management principles from ISO 9000: the customer focus, leadership, people involvement, process approach, system approach to management, continual improvement, factual approach to decision making, and mutually beneficial supplier relationships. It describes each principle and lists symptoms that threaten their achievement or realization. The principles provide a framework for guiding organizations towards improved performance and excellence.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document discusses the importance of involving people in total quality management (TQM) efforts. It outlines principles from several quality frameworks that emphasize empowering employees at all levels and fully utilizing their skills and knowledge. Key points include developing people's competencies through training, encouraging participation and empowerment, ensuring two-way communication between employees and management, and rewarding performance in a way that promotes collaboration over competition. The document also notes some common pitfalls like lack of clear responsibilities and accountability, and suggests addressing these through consistent leadership and modified performance review systems.
This document provides an overview of quality management. It defines quality and discusses determinants and dimensions of quality. It describes approaches like Total Quality Management (TQM) and Six Sigma. It discusses quality gurus, costs of quality, and quality tools. It also outlines problem solving methods and process improvement techniques.
Barriers to total quality management implementation By Mahr M.Haseeb SultanMuhammad Haseeb Sultan
This document discusses barriers to implementing total quality management (TQM). It identifies 9 key barriers: 1) competitive markets that lower quality standards, 2) bad attitudes among employees and an abdication of responsibility, 3) a lack of leadership for quality initiatives, 4) insufficient cultural dynamism within organizations, 5) inadequate resources allocated to TQM, 6) a lack of customer focus, 7) difficulties measuring quality improvements, 8) poor planning of TQM programs, and 9) a lack of commitment to TQM from top management. The document argues that overcoming these barriers is important for successful long-term implementation of TQM principles in organizations.
This document discusses various performance measures that can be used as part of a total quality management (TQM) system. It describes measuring performance to check if objectives are being achieved and lists common objectives such as achieving business goals and improving customer satisfaction. Examples of measures discussed include production, customer satisfaction, purchasing processes, and resource development. Graphical techniques and the balanced scorecard approach are also summarized as methods for measuring performance.
Implementing and sustaining a culture of performance excellence requires addressing organizational culture, best practices, and overcoming common barriers to change. Leaders must gain buy-in from all levels of the organization and view continuous improvement as a journey rather than expecting immediate results. Self-assessment and follow up are important to identify strengths and opportunities for evolving performance.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
performance measure
,
why measure performance
,
the value concept
,
measure what matters
,
why accounting measures of performanceare not ade
,
lead indicators as value drivers
,
financial performance can be measured by
,
internal business process measures
,
the objectives of six sigma
,
difference between tqm and six sigma
,
malcolm baldrige national quality award
This document provides an introduction to quality and total quality management. It defines key quality-related terms like quality management, quality assurance, and quality control. It discusses various quality philosophies from thinkers like Deming, Juran, Crosby and describes concepts like quality planning, quality control, quality improvement. It also covers ISO 9000 standards, acceptance sampling techniques, and introduces the concept of total quality management which emphasizes meeting customer expectations through empowering employees in integrated organizational efforts.
Work Study is the systematic examination of work processes to improve efficiency through establishing performance standards. It involves selecting processes to study, recording current methods, examining each element of the process, developing and evaluating alternative solutions, defining and installing new methods, and maintaining standards. Key aspects of Work Study include analyzing the purpose, place, sequence and means of each task to identify ways to eliminate unnecessary work, combine or rearrange tasks, and simplify processes.
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
This document discusses Bramkamp's fulfillment services for Gold Star Chili. It outlines the benefits of a well-designed fulfillment program, including increased customer satisfaction, reduced time to market for new products, and optimized supply chain response to demand shifts. Bramkamp claims it can reduce operating costs for Gold Star through print-on-demand technology and lower inventory, logistics, and operations expenses. The future of fulfillment at Bramkamp includes continuous expansion and growth to meet customer needs through integrated ERP systems.
This document discusses strategies for achieving competitive advantage and performance excellence. It provides an overview of key strategic concepts like quality, cost leadership, differentiation, core competencies, and strategic planning processes. Quality is identified as the most important factor for business profitability. Firms can pursue strategies like quality improvement, cost reduction, and differentiation to gain advantages over competitors. Effective strategic planning involves assessing opportunities and threats, defining goals and strategies, implementing action plans, and monitoring performance.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
This document discusses various topics related to employee involvement and performance measurement. It covers motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses job rotation, job enlargement, job enrichment and their benefits. Other topics include types of teams, characteristics of successful teams, decision making types, and methods to involve employees like suggestion systems and gainsharing. Performance is measured using various metrics related to human resources, customers, production, suppliers and administration. Graphs and tools like control charts and capability indices are used to present performance measures.
Chapter 7 building and sustaining performance excellence in organizationsDr. John V. Padua
This chapter discusses building and sustaining total quality organizations. Key points include:
- Adopting a total quality philosophy can help companies improve and react to competitive threats. It requires readiness for change, best practices, and an effective organizational structure.
- Corporate culture change is difficult and must have full participation at all levels. Changes take time and may not have immediate results.
- Implementing total quality requires commitment from senior management, middle management, and the entire workforce. Strategic changes address objectives while process changes improve operations.
- Common mistakes are treating quality as a program rather than a focus on customers, setting goals too low, and lack of empowerment or commitment from senior leadership. Sustaining
The document provides an overview of total quality management (TQM), including its history and key figures like Deming. It discusses principles of TQM like customer focus, continuous improvement, and defines quality from different perspectives such as products, users, and manufacturing. The document also covers quality tools and approaches including control charts, quality circles, cause and effect diagrams, and Deming's system of profound knowledge.
Developing Performance Indicators Measures And MethodsTeik Oh
The document provides guidance on developing performance measures and objectives. It discusses developing measures related to an organization's vision, mission and goals using various categories like inputs, outputs, outcomes, efficiency and quality. Examples are provided to illustrate direct and indirect performance measures. The quality of measures is evaluated based on their relation to vision/mission/goals, importance, measurability, comprehensiveness and preferred type. The workshop example develops measures for the goal of minimizing rats in Kuala Lumpur and potential supporting objectives.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
The document provides an overview of the eight quality management principles from ISO 9000: the customer focus, leadership, people involvement, process approach, system approach to management, continual improvement, factual approach to decision making, and mutually beneficial supplier relationships. It describes each principle and lists symptoms that threaten their achievement or realization. The principles provide a framework for guiding organizations towards improved performance and excellence.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document provides an overview of Total Quality Management (TQM). It defines TQM as using quantitative methods and human resources to improve all organizational processes and exceed customer needs. The document outlines the basic concepts of TQM including leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It then provides more detailed descriptions and considerations for implementing each of these concepts within an organization.
Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
This document discusses total quality management (TQM) and its focus on customer satisfaction. It provides definitions of TQM, outlines its key principles such as customer focus, leadership and employee involvement. It discusses the importance of internal and external customers and measuring customer satisfaction. It also describes techniques for gathering customer feedback and cultivating long-term customer relationships to improve retention. The overall message is that customer satisfaction should be the top priority of any organization and drive continuous improvement.
The document provides an overview of the changes between the 1994 and 2000 versions of the ISO 9000 quality management standards. Some key changes include a new process-based approach, stronger focus on customer satisfaction and continual improvement, and consolidation from three standards to one standard (ISO 9001) for third-party certification. The 2000 version includes eight quality management principles and focuses the standards into four main clauses: management responsibility, resource management, process management, and measurement, analysis and improvement.
This document introduces the seven quality management principles (QMPs) that ISO 9000, ISO 9001, and related quality management standards are based upon. The seven QMPs are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. For each principle, the document provides a statement, rationale, key benefits, and examples of actions organizations can take to apply that principle.
This document provides an overview of key concepts for building and sustaining a total quality organization, including:
- Adopting sound practices and implementation strategies and having an effective organizational infrastructure are required.
- Cultural changes take time and full participation from all management levels is essential for successful implementation of total quality principles.
- Common mistakes include not obtaining short-term results, lack of focus on customers and processes, and failure to address fundamental questions.
This document introduces seven quality management principles (QMPs) that ISO 9000, ISO 9001, and related standards are based on. The seven QMPs are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. For each principle, the document provides a statement, rationale, key benefits, and examples of actions organizations can take to apply each principle.
The document discusses the total quality approach to quality management. It describes key aspects of total quality including viewing quality from the customer perspective, using data-driven problem solving, continual improvement, and emphasizing prevention over inspection. Total quality requires changes in company culture and management approach with elements like employee involvement, long-term commitment to quality, and viewing quality as everyone's responsibility. The Deming cycle and Juran's contributions to quality planning, control, and improvement are also summarized.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
This document provides an overview of Total Quality Management (TQM) in the pharmaceutical industry. It defines TQM as an integrated organizational effort to improve quality at every level. The key principles of TQM include a focus on customers, employee involvement, a process-centered approach, continuous improvement, and fact-based decision making. TQM requires strategic commitment from leadership and the involvement of employees. It also relies on training, teamwork, communication, and recognition. Implementing TQM can help pharmaceutical companies improve their reputation, increase employee morale, and lower costs by reducing defects.
Deals in detail about total quality management (TQM) in all aspects of industries to be followed for optimum quality production and human resource management.
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continual improvement involving all employees. It uses strategies like process-centered thinking, fact-based decision making, and strategic planning to integrate quality into the organization's culture. The primary elements of TQM include having a customer focus, total employee involvement, a process-centered view, an integrated system, and a strategic and systematic approach to continual improvement. Organizations can implement TQM using approaches like focusing on key elements, following quality gurus, modeling successful organizations, adopting Japanese quality methods, or using quality award criteria.
BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
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The document discusses various attributes related to software quality and aging. It describes attributes from the SQuaRe model including functionality, reliability, efficiency, usability, and maintainability. It also lists additional attributes that may relate to software aging such as robustness, latency, accountability, accuracy, execution time, availability, accessibility, conformability, interoperability, learnability, understandability, operability, reliable messaging, transaction processing capability, recoverability, fault tolerance, analyzability, changeability, installability, replaceability, mean time between failure, downtime per year, performance, and stability.
The document discusses various attributes related to software quality and aging. It describes attributes from the SQuaRe model including functionality, reliability, efficiency, usability, and maintainability. It also lists additional attributes that may relate to software aging such as robustness, latency, accountability, accuracy, execution time, availability, accessibility, conformability, interoperability, learnability, understandability, operability, reliable messaging, transaction processing capability, recoverability, fault tolerance, analyzability, changeability, installability, replaceability, mean time between failure, downtime per year, performance, and stability.
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This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
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The complex relationship between human activities and the environment has been the focus
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land.
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like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
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accelerated due to factors such as agriculture and urbanization. Information regarding land use and
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providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
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and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
1. WWW.COLLEGERS.NET
TOTAL QUALITY MANAGEMENT(GE2022)
UNIT-I
INTRODUCTION
1. Define Total Quality?
TQM is an enhancement to the traditional way of doing business. It is the art of
managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding
principles that represent the foundation of a continuously improving organization. It is the
application of quantitative methods and human resources to improve all the processes within an
organization and exceed customer needs now and in the future. It integrates fundamental
management techniques, existing improvement efforts, and technical tools under a disciplined
approach.
2. Define Quality?
Quality = Performance x Expectations
3. What are the Dimensions of Quality?
• Features
• Conformance
• Reliability
• Durability
• Service
• Response
• Aesthetics
• Reputation
4. Give the Basic Concepts of TQM?
• A committed and involved management to provide long-term top-to-bottom
organizational support.
• An unwavering focuses on the customer, both internally and externally.
• Effective involvement and utilization of the entire work force.
• Continuous improvement of the business and production process.
• Treating suppliers as partners.
• Establish performance measures for the processes.
5. Give the Principles of TQM?
Constancy of purpose: short range and long range objectives aligned
Identify the customer(s); Customer orientation
Identification of internal and external customers
Continuous improvement
Workflow as customer transactions
Empower front-line worker as leader
Quality is everybody’s business
For a service industry, some elements of quality are:
- empathy
- trust; i.e. expertise, integrity, courtesy
- responsiveness
- tangible product attractiveness (curb appeal)
- reliability, on time, no interruptions
• Customer orientation to child care services, a marketing perspective
2. • Barriers that exist to a customer orientation
6. Give the Obstacles associated with TQM Implementation?
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and isolated individuals and departments
• Ineffective measurement techniques and lack of access to data and results.
• Paying inadequate attention to internal and external customers.
• Inadequate use of empowerment and teamwork.
7. Give the Analysis Techniques for Quality Costs?
i. Trend Analysis
ii. Pareto Analysis
8. Define Quality Costs?
Quality Costs are defined as those costs associated with the nonachievement of product or
service quality as defined by the requirements established by the organization and its contracts
with customers and society.
9. Give the primary categories of Quality cost?
• Preventive cost category
• Appraisal cost category
• Internal failure cost category
• External failure cost category
10. Give the typical cost bases?
• Labor
• Production
• Unit
• Sales
11. How will you determine the optimum cost?
• Make comparison with other organizations
• Optimize the individual categories
• Analyze the relationships among the cost categories
12. State the Quality Improvement Strategy?
• Reduce failure costs by problem solving
• Invest in the “right” prevention activities
• Reduce appraisal costs where appropriate and in a statistically sound manner
• Continuously evaluate and redirect the prevention effort to gain further quality
improvement.
13. Define Quality Planning?
A quality plan sets out the desired product qualities and how these are assessed and define the
most significant quality attributes. It should define the quality assessment process. It should set out
which organizational standards should be applied and, if necessary, define new standards.
14. Give the Objectives of TQM?
To develop a conceptual understanding of the basic principles and methods
associated with TQM;
3. • To develop an understanding of how these principles and methods have been put into
effect in a variety of organizations;
• To develop an understanding of the relationship between TQM principles and the
theories and models studied in traditional management;
• To do the right things, right the first time, every time.
15. What is needed for a leader to be effective?
To be effective, a leader needs to know and understand the following:
• People, paradoxically, need security and independence at the same time.
• People are sensitive to external rewards and punishments and yet are also strongly self-
motivated.
• People like to hear a kind word of praise.
• People can process only a few facts at a time; thus, a leader needs to keep things simple.
• People trust their gut reaction more than statistical data.
• People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions.
16. What is the important role of senior management?
♣ Listening to internal and external customers and suppliers through visits, focus
groups and surveys.
♣ Communication.
♣ To drive fear out of the organization, break down barriers, remove system
roadblocks, anticipate and minimize resistance to change and in general, change the
culture.
17. What are the general duties of a quality council?
(i)Develop, with input from all personnel, the core values, vision statement,
mission statement, and quality policy statement.
(ii)Develop the strategic long-term plan with goals and the annual quality
improvement program with objectives.
(iii)Create the total education and training plan.
(iv)Determine and continually monitor the cost of poor quality.
(v)Determine the performance measures for the organization, approve those for the
functional areas, and monitor them.
(vi)Continually, determine those projects that improve the processes, particularly
those that affect external and internal customer satisfaction.
(vii)Establish multifunctional project and departmental or work group teams and
monitor their progress.
(viii)Establish or revise the recognition and reward system to account for the new
way of doing business.
18. What does a typical meeting agenda contain after establishing the TQM?
♣ Progress report on teams
♣ Customer satisfaction report
♣ Progress on meeting goals
♣ New project teams
♣ Recognition dinner
♣ Benchmarking report
19. What are the various quality statements?
o Vision Statement
o Mission Statement
o Quality Policy Statement
20. Give the basic steps to strategic quality planning?
4. • Customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation
21. What is a quality policy?
The Quality Policy is a guide for everyone in the organization as to how
they should provide products and service to the customers. The common characteristics are
• Quality is first among equals.
• Meet the needs of the internal and external customers.
• Equal or exceed the competition.
• Continually improve the quality.
• Include business and production practices.
• Utilize the entire work force.
UNIT –II
TQM PRINCIPLES
22. What is a mission statement?
The mission statement answers the following questions: who we are,
who are the customers, what we do, and how we do it.
23. What is a vision statement?
The vision statement is a declaration of what an organization should look
like five to ten years in a future.
24. What are the important factors that influenced purchases?
• Performance
• Features
• Service
• Warranty
• Price
• Reputation
25. Give the need for a feedback in an organization?
Discover customer dissatisfaction.
Discover relative priorities of quality.
Compare performance with the competition.
Identify customer’s needs.
Determine opportunities for improvement.
26. List the tools used for feedback?
• Comment cards
• Surveys
• Focus groups
• Toll-free telephone lines
• Customer visits
• Report cards
• The internet
• Employee feedback
5. • American Customer Satisfaction Index
27. What are the activities to be done using customer complaints?
Investigate customer’s experience both positive and negative, and then acting on it
promptly.
Develop procedures for complaint resolution .
Analyze complaints.
Work to identify process and material variations and then eliminate the root cause.
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 complain report to the quality council .
Identify customer’s expectations beforehand rather than afterward through complaint
analysis.
28. What are the elements of customer service?
• Organization
• Customer care
• Communication
• Front-line people
• Leadership
29. Define Customer Retention?
Customer retention represents the activities that produce the necessary
customer satisfaction that creates customer loyalty, which actually improves the
bottom line. It is the nexus between the customer satisfaction and the bottom line.
30. Define Employee Involvement?
Employee involvement is a means to better meet the organization’s goals
for quality and productivity at all levels of an organization.
31. State Maslow’s Hierarchy of Needs?
o Survival
o Security
o Social
o Esteem
o Self-actualization
32. State Frederick Herzberg’s Two-factor theory?
Herzberg found that people were motivated by recognition, responsibility,
achievement and the work itself.
33. What does an employee want?
• Interesting work
• Appreciation
• Involvement
• Job security
• Good pay
• Promotion/growth
• Good working conditions
• Loyalty to employees
• Help with personal problems
6. • Tactful discipline
34. What are the concepts to achieve a motivated work force?
a. Know thyself
b. Know your employees
c. Establish a positive attitude d.
Share the goals
e. Monitor progress
f. Develop interesting work g.
Communicate effectively h.
Celebrate success
35. Define Empowerment?
Empowerment means invest people with authority. Its purpose is to tap the
enormous reservoir of creativity and potential contribution that lies within every
worker at all levels.
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 to initiate the necessary steps to satisfy customer requirements within
well-defined boundaries in order to achieve organizational values an goals.
36. What are the three conditions necessary to create the empowered environment?
• Everyone must understand the need for change.
• The system needs to change for the new paradigm
• The organization must enable its employees.
37. What are the types of teams?
• Process improvement team
• Cross-functional team
• Natural work teams
• Self-directed/self-managed work teams
38. What are the characteristics of successful teams?
• Sponsor
• Team charter
• Team composition
• Training
• Ground rules
• Clear objectives
• Accountability
• Well-defined decision procedures
• Resources
• Trust
• Effective problem solving
• Open communications
• Appropriate leadership
• Balanced participation
• Cohesiveness
39. What are the decision-making methods?
• Nondecision
• Unilateral decision
• Handclasp decision
7. • Minority-rule decision
• Majority-rule decision
• Consensus
40. What are the stages of team development?
• Forming
• Storming
• Norming
• Performing
• Adjourning
41. Give some common team problems?
• Floundering
• Overbearing participants
• Dominating participants
• Reluctant participants
• Unquestioned acceptance of opinions as facts
• Rush to accomplish
• Attribution
• Discounts and “plops”
• Wanderlust : digression and tangents
• Feuding team members
42. What are the common barriers to team progress?
• Insufficient training
• Incompatible rewards and compensation
• First-line supervisor resistance
• Lack of planning
• Lack of management support
• Access to information systems
• Lack of union support
43. Give the steps involved in training process?
1st. Make everyone aware of what the training is all about.
2nd. Get acceptance.
3rd. Adapt the program.
4th. Adapt to what has been agreed upon.
44. Define Recognition and Reward?
Recognition is a form of employee motivation in which the organization
publicly acknowledges the positive contributions an individual or team has made to the
success of the organization.
Reward is something tangible to promote desirable behavior. Recognition
and reward go together to form a system for letting people know they are valuable
members of the organization.
45. What are the types of appraisal formats?
• Ranking
• Narrative
• Graphic
• Forced choice
46. What are the benefits of employee involvement?
8. Employee Involvement improves quality and increases productivity because
• Employees make better decisions
• Employees are more likely to implement and support decisions they had a part in
making.
• Employees are better able to spot and pinpoint areas for improvement.
• Employees are better able to take immediate corrective action.
• Employee involvement reduces labor/management hassle by more effective
communications and cooperation.
• Employee involvement increases morale by creating a feeling of belonging to the
organization.
• Employees are better able to accept change because they control the work
environment.
• Employees have an increased commitment to unit goals because they are involved.
47. What are the basic ways for a continuous process improvement?
• Reduce resources
• Reduce errors
• Meet or exceed expectations of downstream customers
• Make the process safer
• Make the process more satisfying to the person doing it.
48. What are the three components of the Juran Trilogy?
• Planning
• Control
• Improvement
49. What are the steps in the PDSA cycle?
The basic Plan-Do-Study-Act is an effective improvement technique.
♣ Plan carefully what is to be done
♣ Carry out the plan
♣ Study the results
♣ Act on the results by identifying what worked as planned and what didn’t.
50. What are the phases of a Continuous Process Improvement Cycle?
a) Identify the opportunity b)
Analyze the process
c) Develop the optimal solutions d)
Implement
e) Study the results
f) Standardize the solution g)
Plan for the future
51. Define 5S?
5S Philosophy focuses on effective work place organization and standardized work
procedures. 5S simplifies your work environment, reduces waste and non-value activity while
improving quality efficiency and safety.
Sort – (Seiri) the first S focuses on eliminating unnecessary items from the workplace. Set
In Order (Seiton) is the second of the 5Ss and focuses on efficient and effective storage
methods.
Shine: (Seiso) Once you have eliminated the clutter and junk that has been clogging
your work areas and identified and located the necessary items, the next step is to
thoroughly clean the work area.
Standardize: (Seiketsu) Once the first three 5S’s have been implemented, you should
concentrate on standardizing best practice in your work area.
9. Sustain: (Shitsuke) This is by far the most difficult S to implement and achieve.
Once fully implemented, the 5S process can increase morale, create positive
impressions on customers, and increase efficiency and organization.
52. What is a Kaizen?
Kaizen is a Japanese word for the philosophy that defines management’s role in
continuously encouraging and implementing small improvements involving everyone. It is the
process of continuous improvement in small increments that make the process more efficient,
effective, under control and adaptable.
32. What are the three key elements to a partnering relationship?
♣ Long-term commitment
♣ Trust
♣ Shared vision
33. What are the three types of sourcing?
• Sole sourcing
• Multiple sourcing
• Single sourcing
34. What are the ten conditions for the selection and evaluation of suppliers?
I. The supplier understands and appreciates the management philosophy of the
organization.
II. The supplier has a stable management system.
III. The supplier maintains high technical standards and has the capability of dealing with
future technological innovations.
IV. The supplier can supply precisely those raw materials and parts required by the
purchaser, and those supplied meet the quality specifications.
V. The supplier has the capability to produce the amount of production needed or can
attain that capability.
VI. There is no danger of the supplier breaching corporate secrets.
VII. The price is right and the delivery dates can be met. In addition, the supplier is easily
accessible in terms of transportation and communication.
VIII. The supplier is sincere in implementing the contract provisions.
IX. The supplier has an effective quality system and improvement program such as
ISO/QS 9000.
X. The supplier has a track record of customer satisfaction and organization credibility.
62. What are the four phases of inspection?
i. 100% inspection ii.
Sampling
iii. Audit
iv. Identity check
63. What are the objectives of Performance measures?
i. Establish baseline measures and reveal trends.
ii. Determine which processes need to be improved. iii.
Indicate process gains and losses.
iv. Compare goals with actual performance.
v. Provide information for individual and team evaluation. vi.
Provide information to make informed decisions.
vii. Determine the overall performance of the organization.
64. What are the characteristics used to measure the performance of a particular process?
i. Quantity ii.
10. Cost
iii. Time
iv. Accuracy v.
Function vi.
Service
vii. Aesthetics
65. Give the six basic techniques for presenting performance measures?
a) Time series graph
b) Control chart
c) Capability index
d) Taguchi’s Loss Function e)
Cost of poor quality
f) Malcolm Baldrige National Quality Award
66. Give the usage of an effective recognition and reward system?
• 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 toward. It motivates them to improve the
process.
• Boosts morale in the work environment by creating a healthy sense of competition among
individuals and teams seeking recognition.
67. How will you improve the performance appraisal system?
o Use rating scales that have few rating categories.
o Require work team or group evaluations that are at least equal in emphasis to
individual-focused evaluations.
o Require more frequent performance reviews where such reviews will have a
dominant emphasis on future planning.
o Promotion decisions should be made by an independent administrative process that
draws on current-job information and potential for the new job.
o Include indexes of external customer satisfaction in the appraisal process.
o Use peer and subordinate feedback as an index of internal customer satisfaction.
o Include evaluation for process improvement in addition to results.
68. What are the typical measurements frequently asked by managers and teams?
⌦ Human Resource
⌦ Customers
⌦ Production
⌦ Research & Development
⌦ Suppliers
⌦ Marketing/Sales
⌦ Administration
69. What are the criteria to evaluate the performance measures?
Simple
Few in number
Developed by users
Relevance to customer
Improvement
Cost
Visible
Timely
11. Aligned
UNIT-III
STATISTICS PROCESS CONTROL
70. Define Statistics?
Statistics is defined as the science that deals with the collection, tabulation, analysis,
interpretation, and presentation of quantitative data.
71. What is a measure of central tendency?
A measure of central tendency of a distribution is a numerical value that describes the
central position of the data or how the data tend to build up in the center. There are three
measures in common in use in quality viz, the average, the median and the mode.
72. What is Measures of dispersion?
Measures of dispersion describe how the data are spread out or scattered on each side
of the central value. The measures of dispersion used are range and standard deviation.
73. What is a normal curve?
The normal curve is a symmetrical, unimodal, bell-shaped distribution with the mean,
median and mode having the same value.
74. What is the use of the control chart?
The control chart is used to keep a continuing record of a particular quality
characteristic. It is a picture of process over time.
75. Give the objectives of the attribute charts?
• Determine the average quality level.
• Bring to the attention of management any changes in the average.
• Improve the product quality.
• Evaluate the quality performance of operating and management personnel.
• Determine acceptance criteria of a product before shipment to the customer.
76. Define Six Sigma Problem Solving Method?
Define - improvement opportunity with an emphasis on increasing customer satisfaction.
Measure - determine process capability (Cp/ Cpk) & dpmo (defects per million
opportunities).
Analyze - identify the vital few process input variables that affect key product output
variables (“Finding the knobs”).
Improve - Make changes to process settings, redesign processes, etc. to reduce the number
of defects of key output variables.
Control - Implement process control plans, install real-time process monitoring tools,
standardize processes to maintain levels.
77. What are the new seven management tools?
i. Affinity Diagram
ii. Interrelationship Digraph iii.
Tree Diagram
iv. Matrix Diagram
v. Prioritization Matrices
vi. Process Decision Program Chart vii.
Activity Network diagram
78. Give the seven tools of quality?
• Pareto Diagram
12. • Process Flow Diagram
• Cause-and-Effect Diagram
• Check Sheets
• Histogram
• Control Charts
• Scatter Diagrams
79.Give the usage of C&E diagrams?
• Analyze actual conditions for the purpose of product or service quality improvement, more
efficient use of resources, and reduced costs.
• Eliminate conditions causing nonconformities and customer complaints.
• Standardize existing and proposed operations.
• Educate and train personnel in decision-making and corrective-action activities.
80. Define Six Sigma?
Six-Sigma is a business process that allows organizations to drastically improve their bottom
line by designing and monitoring every day business activities in ways that minimize waste and
resources while increasing customer satisfaction. It is achieved through continuous
process measurement, analysis & improvement.
81. What are the various histogram shapes?
Symmetrical
Skewed right
Skewed left
Peaked
Flat
Bimodal
Plateau distribution
Comb distribution
Double peaked distribution
82. Differentiate Population & Sample?
Population represents the mathematical world and Sample represents the real world. A
population frequency distribution is represented by a smooth curve whereas a sample
frequency distribution is represented by a histogram.
83. Give the sources of variation?
Equipment
Material
Environment
Operator
84. Define Run chart?
A run chart is a very simple technique for analyzing the process in the development stage
or, for that matter, when other charting techniques are not applicable.
85. Define Control chart?
Control chart is a means of visualizing the variations that occur in the central tendency and
the dispersion of a set of observations. It is a graphical record of the quality of a particular
characteristic.
86. What are the various patterns of scatter diagrams?
Positive correlation
Negative correlation
No correlation
Negative correlation may exist
Correlation by stratification
13. Curvilinear relationship
87. What is the procedure for constructing the tree diagram?
Choose an action –oriented objective statement from the interrelationship diagram,
affinity diagram, brainstorming, team mission statement, and so forth.
Using brainstorming, choose the major headings.
Generate the next level by analyzing the major headings.
88. Give atleast five standard formats of matrix diagram?
L-shaped
T-shaped
Y-shaped
C-shaped
X-shaped
89. What are the benefits of an activity network diagram?
A realistic timetable determined by the users.
Team members understand the role in the overall plan.
Bottlenecks can be discovered and corrective action taken.
Members focus on the critical tasks.
UNIT-IV TQM
TOOLS
90. Define Benchmarking?
Benchmarking is a systematic method by which organizations can measure themselves
against the best industry practices. The essence of benchmarking is the process of borrowing
ideas and adapting them to gain competitive advantage. It is a tool for continuous
improvement.
91. Enumerate the steps to benchmark?
a) Decide what to benchmark
b) Understand current performance c)
Plan
d) Study others
e) Learn from the data f)
Use the findings
92. What are the types of benchmarking?
i. Internal
ii. Competitive iii.
Process
93. What is a QFD?
Quality Function Deployment is a planning tool used to fulfill customer expectations. It is a
disciplined approach to product design, engineering, and production and provides in-depth
evaluation of a product.
94. What are the benefits of QFD?
i. Customer driven
ii. Reduces implementation time iii.
Promotes teamwork
iv. Provides documentation
14. 95. What are the steps required to construct an affinity diagram?
i. Phrase the objective
ii. Record all responses iii.
Group the responses
iv. Organize groups in an affinity diagram
96. What are the parts of house of quality?
i. Customer requirements
ii. Prioritized customer requirements iii.
Technical descriptors
iv. Prioritized technical descriptors
v. Relationship between requirements and descriptors vi.
Interrelationship between technical descriptors
97. How will you build a house of quality? a)
List customer requirements b) List
technical descriptors
c) Develop a relationship matrix between WHATs and HOWs
d) Develop an interrelationship matrix between HOWs e)
Competitive assessments
f) Develop prioritized customer requirements
g) Develop prioritized technical descriptors
98. Define FMEA?
Failure Mode Effect Analysis is an analytical technique that combines the technology and
experience of people in identifying foreseeable failure modes of a product or process and planning
for its elimination.
99. What are the stages of FMEA?
1. Specifying possibilities a.
Functions
b. Possible failure modes c.
Root causes
d. Effects
e. Detection/Prevention
2. Quantifying risk
a. Probability of cause b.
Severity of effect
c. Effectiveness of control to prevent cause
d. Risk priority number
3. Correcting high risk causes a.
Prioritizing work
b. Detailed action
c. Assigning action responsibility d.
Check points on completion
4. Revaluation of risk
a. Recalculation of risk priority number
100. What are the goals of TPM?
The overall goals of Total Productive Maintenance, which is an
extension of TQM are
i. Maintaining and improving equipment capacity ii.
Maintaining equipment for life
iii. Using support from all areas of the operation iv.
Encouraging input from all employees
15. v. Using teams for continuous improvement
101. Give the seven basic steps to get an organization started toward TPM?
a) Management learns the new philosophy
b) Management promotes the new philosophy
c) Training is funded and developed for everyone in the organization d)
Areas of needed improvement are identified
e) Performance goals are formulated
f) An implementation plan is developed
g) Autonomous work groups are established
102. What are the major loss areas?
i. Planned downtime
ii. Unplanned downtime
iii. Idling and minor stoppages iv.
Slow-downs
v. Process nonconformities
vi. Scrap
103. What are the generic steps for the development and execution of action plans in
benchmarking?
Specify tasks.
Sequence tasks.
Determine resource needs.
Establish task schedule.
Assign responsibility for each task.
Describe expected results.
Specify methods for monitoring results.
104. What are the phases of QFD process?
i. Product planning
ii. Part development iii.
Process planning
iv. Production planning
105. What are the several types of FMEA?
Design FMEA
Process FMEA
Equipment FMEA
Maintenance FMEA
Concept FMEA
Service FMEA
System FMEA
Environment FMEA etc.
106. Define TPM?
T : Total = All encompassing by maintenance and production individuals working
together.
P : Productive = Production of goods and services that meet or exceed customer’s
expectations.
M : Maintenance = Keeping equipment and plant in as good as or better than te original
condition at all times.
UNIT-V QUALITY
SYSTEMS
16. 107. Give the ISO 9000 Series of Standards?
• ISO 9000, “Quality Management and Quality Assurance Standards Guidelines for
Selection and Use”.
• ISO 9001, “Quality Systems – Model for Quality Assurance in Design, Development,
Production, Installation & Servicing”.
• ISO 9002, “Quality Systems – “Model for Quality Assurance in Production, Installation
& Servicing”.
• ISO 9003, “Quality Systems – “Model for Quality Assurance in Final Inspection and
Test”.
• ISO 9004-1, “Quality Management and Quality System Elements – Guidelines”.
108. What is the need for ISO 9000?
ISO 9000 is needed to unify the quality terms and definitions used by
industrialized nations and use terms to demonstrate a supplier’s capability of controlling its
processes.
109. Give some other quality systems?
i. QS-9000
ii. TE-9000 iii.
AS9000
110. Give the objectives of the internal audit?
a) Determine the actual performance conforms to the documented quality systems.
b) Initiate corrective action activities in response to deficiencies.
c) Follow up on noncompliance items of previous audits.
d) Provide continued improvement in the system through feedback to management.
e) Cause the auditee to think about the process, thereby creating possible
improvements.
111. What are the requirements of ISO 14001? i.
General requirements ii.
Environmental policy iii.
Planning
iv. Implementation and operation v.
Checking and corrective action vi.
Management review
112.What are the benefits of ISO 14000?
a. Global
Facilitate trade and remove trade barriers
Improve environmental performance of planet earth
Build consensus that there is a need for environment management and a
common terminology for EMS.
b. Organizational
• Assuring customers of a commitment to environmental
management
• Meeting customer requirements
• Maintaining a good public / community relations image
• Satisfying investor criteria and improving access to capital
• Obtaining insurance at reasonable cost
• Increasing market share that results from a competitive
advantage
• Reducing incidents that result in liability
• Improving defense posture in litigation
• Conserving input materials and energy
17. • Facilitating the attainment of permits and authorization
• Improving industry/government relations
113. What are the four elements for the checking & corrective action of ISO 14001?
a) Monitoring and measuring
b) Nonconformance and corrective and preventative action c)
Records
d) EMS audit
114. What are the seven elements for the implementation & operations of ISO 14001?
a) Structure and responsibility
b) Training, awareness and competency c)
Communication
d) EMS documentation
e) Documentation control f)
Operational control
g) Emergency preparedness and response
115. What are the four elements for the planning of ISO 14001?
a) Environmental aspects
b) Legal and other requirements
c) Objectives and targets
d) Environmental Management Programs
116. Give the types of Organizational Evaluation Standards?
• Environmental Management System
• Environmental Auditing
• Environmental Performance Evaluation
117. Give the types of Product Evaluation Standards?
• Environmental Aspects in Product Standards
• Environmental Labeling
• Life-Cycle Assessment
118. Defi ne Q uality A udits?
Quality Audits examine the elements of a quality management system in order to evaluate
how well these elements comply with quality system requirements.
105. Analyze TQM?
Total Made up of the whole.
Quality Degree of excellence a product
or service provides.
Management Act, art or manner of handling, controlling,
directing etc.
119. What are the benefits of ISO?
Fewer on-site audit by customers.
Increased market share.
Improved quality, both internally and externally.
Improve product and service quality levels from suppliers.
Greater awareness of quality by employees.
A documented formal systems.
18. Reduced operating costs.
120. Give the ISO 9001 requirements?
Scope
Normative Reference
Terms and Definitions
Quality Management System
Management Responsibility
Resource Management
Product Realization
Measurement, Analysis & Improvement
121. What are the methods of actual audit?
i. Examination of documents
ii. Observation of activities
iii. Interviews
UNIT-I
INTRODUCTION
16 MARKS
1)What is quality cost?Explain the techniques used for Quality cost?
Quality Costs are defined as those costs associated with the nonachievement of product or service
quality as defined by the requirements established by the organization and its contracts with
customers and society.
• Preventive cost category
• Appraisal cost category
• Internal failure cost category
• External failure cost category
typical cost bases
• Labor
• Production
• Unit
• Sales
2)Explain the principles of TQM?
Constancy of purpose: short range and long range objectives aligned
Identify the customer(s); Customer orientation
Identification of internal and external customers
Continuous improvement
Workflow as customer transactions
Empower front-line worker as leader
Quality is everybody’s business
For a service industry, some elements of quality are:
- empathy
- trust; i.e. expertise, integrity, courtesy
- responsiveness
- tangible product attractiveness (curb appeal)
- reliability, on time, no interruptions
Customer orientation to child care services, a marketing perspective
Barriers that exist to a customer orientation
How do we find out what customers want?
Present Art Emlen findings on flexibility
19. 3)Explain Deming Philosophy?
• Create and publish the aim and purpose of the organization
• Learn the new philosophy
• Understand the purpose of inspection
• Stop awarding business based on price along.
• Improve constantly and forever the system.
• Institute training.
• Teach an institute leadership.
• Dry out fear,create trust and create climate for innovation.
• Optimize the efforts of teams,groupson staff.
• Eliminate exhortations for the work force.
• Eliminate management by objective(MOB).
• Remove barriers that rob people of workmanship.
• Encourage education and self improvement for everyone.
• Take action to accomplish transformation.
4)Explain the barriers to TQM implementation?
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and isolated individuals and departments
• Ineffective measurement techniques and lack of access to data and results.
• Paying inadequate attention to internal and external customers.
• Inadequate use of empowerment and teamwork
5)Explain the concepts of Leadership?
To be effective, a leader needs to know and understand the following:
• People, paradoxically, need security and independence at the same time.
• People are sensitive to external rewards and punishments and yet are also strongly self-
motivated.
• People like to hear a kind word of praise.
• People can process only a few facts at a time; thus, a leader needs to keep things simple.
• People trust their gut reaction more than statistical data.
• People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions.
UNIT –II
TQM PRINCIPLES
6)Explain Juran trilogy for Continuous Process Improvement?
• Planning
• Control
• Improvement
7)Explain the PDSA cycle?
The basic Plan-Do-Study-Act is an effective improvement technique.
♣ Plan carefully what is to be done
♣ Carry out the plan
♣ Study the results
♣ Act on the results by identifying what worked as planned and what didn’t.
8)Explain Kaizen principle?
Kaizen is a Japanese word for the philosophy that defines management’s role in continuously
encouraging and implementing small improvements involving everyone. It is the process of
20. continuous improvement in small increments that make the process more efficient, effective,
under control and adaptable
9)Explain how the employee will be involved in doing a process?
• Employee empowerment
• Customer retention
• Recognition and reward
• Performance appraisal
Motivation
UNIT III STATISTICAL PROCESS CONTROL
10)Explain the QC or SPC tools?
• Pareto Diagram
• Process Flow Diagram
• Cause-and-Effect Diagram
• Check Sheets
• Histogram
• Control Charts
• Scatter Diagrams
11)Explain the Seven Management Tools?
• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram
• Matrix Diagram
• Prioritization Matrices
• Process Decision Program Chart
• Activity Network diagram
12)Plot the control chart for variables and attributes?
13)explain the concepts of Six Sigma?
Define - improvement opportunity with an emphasis on increasing customer satisfaction.
Measure - determine process capability (Cp/ Cpk) & dpmo (defects per million
opportunities).
Analyze - identify the vital few process input variables that affect key product output
variables (“Finding the knobs”).
Improve - Make changes to process settings, redesign processes, etc. to reduce the
number of defects of key output variables.
Control - Implement process control plans, install real-time process monitoring tools,
standardize processes to maintain levels
UNIT-IV TQM
TOOLS
14)Explain the Bench marking Process and reasons to Benchmark?
Benchmarking is a systematic method by which organizations can measure themselves
against the best industry practices. The essence of benchmarking is the process of borrowing
ideas and adapting them to gain competitive advantage. It is a tool for continuous improvement.
Steps to benchmark
g) Decide what to benchmark
21. h) Understand current performance i)
Plan
j) Study others
k) Learn from the data l)
Use the findings
Types of benchmarking
i. Internal
ii. Competitive iii.
Process
15)Explain the QFD process?
• Product planning
• Part development
• Process planning
• Production planning
16)Explain the House of Quality in Quality Function Deployment?
Parts of house of quality
• Customer requirements
• Prioritized customer requirements
• Technical descriptors
• Prioritized technical descriptors
• Relationship between requirements and descriptors
• Interrelationship between technical descriptors
How to build a house of quality
• List customer requirements
• List technical descriptors
• Develop a relationship matrix between WHATs and HOWs
• Develop an interrelationship matrix between HOWs
• Competitive assessments
• Develop prioritized customer requirements
• Develop prioritized technical descriptors
17)What is FMEA?Explain the stages of FMEA?
Failure Mode Effect Analysis is an analytical technique that combines the technology and
experience of people in identifying foreseeable failure modes of a product or process and
planning for its elimination.
Stages of FMEA
1. Specifying possibilities a.
Functions
b. Possible failure modes c.
Root causes
d. Effects
e. Detection/Prevention
2. Quantifying risk
a. Probability of cause b.
Severity of effect
c. Effectiveness of control to prevent cause d.
Risk priority number
3. Correcting high risk causes
a. Prioritizing work b.
Detailed action
c. Assigning action responsibility d.
22. Check points on completion
4. Revaluation of risk
a. Recalculation of risk priority number
UNIT-V QUALITY
SYSTEMS
18)Explain the elements of ISO 9000:2000?
• Management responsibility
• The Quality system
• Contract review
• Design control
• Document and data control
• Purchasing
• Control of customer-supplied product
• Product identification and traceability
• Process control
• Inspection and testing
• Control of inspection, measuring and test equipment
• Inspection and test status
• Control of nonconforming product
• Corrective and preventive action
• Handling, storage, packaging, preservation and delivery
• Control of quality records
• Internal quality audits
• Training
• Servicing
• Statistical techniques
19)Explain the implementation and documentation of Quality System?
Implementation steps
• Top management commitment
• Appoint the management representative
• Awareness
• Appoint an implementation team
• Training
• Time schedule
• Select element owners
• Review the present system
• Write the document
• Install the new system.
• Internal audit
• Management review
• Preassessment
• Registration
20)Explain the requirements of ISO 14000?
• General requirements
• Environmental policy
• Planning
23. • Implementation and operation
• Checking and corrective action
• Management review
21)Explain the Benefits of ISO 14000?
a. Global
• Facilitate trade and remove trade barriers
• improve environmental performance of planet earth
• Build consensus that there is a need for environment management and a common
terminology for EMS.
b. Organizational
• Assuring customers of a commitment to environmental management
• Meeting customer requirements
• Maintaining a good public / community relations image
• Satisfying investor criteria and improving access to capital
• Obtaining insurance at reasonable cost
• Increasing market share that results from a competitive advantage
• Reducing incidents that result in liability
• Improving defense posture in litigation
• Conserving input materials and energy
• Facilitating the attainment of permits and authorization
• Improving industry/government relations
22)Discuss about ISO 9000:2000 Quality Systems?
The term IS O 9000 refers to a set of quality management standards. ISO 9000
currently includes three quality standards: ISO 9000:2000, ISO 9001:2000, and
ISO 9004:2000. ISO 9001:2000 presents requirements, while ISO 9000:2000 and ISO
9004:2000 present guidelines.
ISO's purpose is to facilitate international trade by providing a single set of
standards that people everywhere would recognize and respect.
The ISO 9000 2000 Standards apply to all kinds of organizations in all kinds of
areas. Some of these areas include manufacturing, processing, servicing, printing, forestry, ele
ctronics, steel, computing, legal services, financial services, accounting, trucking, banking,
retailing, drilling, recycling, aerospace, construction, exploration, textiles, pharmaceuticals, oil
and gas, pulp and paper, petrochemicals, publishing, shipping,
energy, telecommunications, plastics, metals, research, health care, hospitality, utilities,
pest control, aviation, machine tools, food processing, agriculture, government, education,
recreation, fabrication, sanitation, software development, consumer products, transportation, desi
gn, instrumentation, tourism, communications, biotechnology, chemicals, engineering, farming,
entertainment, horticulture, consulting, insurance, and so on.
ISO 9000 is important because of its orientation. While the content itself is useful and
important, the content alone does not account for its widespread appeal.
ISO 9000 is important because of its international orientation. Currently, ISO 9000
is supported by national standards bodies from more than 120 countries. This makes it the
logical choice for any organization that does business internationally or that serves customers
who demand an international standard of quality.
ISO is also important because of its systemic orientation. We think this is crucial.
Many people in this field wrongly emphasize motivational and attitudinal factors. The
assumption is that quality can only be created if workers are motivated and have the right
attitude. This is fine, but it doesn't go far enough. Unless you institutionalize the right attitude
by supporting it with the right policies, procedures, records, technologies, resources, and
structures, you will never achieve the standards of quality that other organizations seem to be able
to achieve. Unless you establish a quality attitude by creating a quality system, you will never
achieve a world-class standard of qualit y.
24. 1 Focus on your
customers
Organizations rely on customers. Therefore:
• Organizations must understand customer needs.
• Organizations must meet customer requirements.
• Organizations must exceed customer expectations.
2 Provide
leadership
Organizations rely on leaders. Therefore:
• Leaders must establish a unity of purpose and
set the direction the organization should take.
• Leaders must create an environment that encourages
people to achieve the organization's objectives.
3 Involve
your
people
Organizations rely on people. Therefore:
• Organizations must encourage the involvement of people at all
levels.
• Organizations must help people to develop and use their abilities.
4 Use a process
approach
Organizations are more efficient and effective
when they use a process approach. Therefore:
• Organizations must use a process approach
to manage activities and related resources.
5 Take a systems
approach
Organizations are more efficient and effective
when they use a systems approach. Therefore:
• Organizations must identify interrelated
23)Why is ISO 9000 important?
processes and treat them as a system.
• Organizations must use a systems approach
to manage their interrelated processes.
25. 6 Encourage
continual
improvement
Organizations are more efficient and effective
when they continually try to improve. Therefore:
• Organizations must make a permanent commitment
to continually improve their overall performance.
7 Get the facts
before you
decide
Organizations perform better when their
decisions are based on facts. Therefore:
• Organizations must base decisions on the
analysis of factual information and data.
8 Work
with your
suppliers
Organizations depend on their suppliers
to help them create value. Therefore:
Organizations must maintain a mutually beneficial relationship with their
suppliers.
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