1) Quality transitioned from inspection and detection of non-conformance to prevention through quality assurance and total quality management. Early approaches focused on inspecting outputs, while modern approaches emphasize planning and designing quality into processes from the start.
2) Total quality management represents the highest level of quality management, focusing on continuous improvement through cooperation across an organization. It aims to exceed customer expectations and involve all stakeholders.
3) Key aspects of total quality management include establishing principles like customer focus, leadership, engagement of employees, and process management. The goal is to benefit all involved by producing value-adding products and services.
What is Quality?
History of Quality Methodology.
Deming’s Principles.
Taguchi’s Contributions And Philosophy.
Total Quality Management.
Quality Improvement Tools.
Costs related to quality.
Benefits/Drawbacks.
Definitions of the quality are as follows.
Transcendent definition: excellence.
Realistic but demanding STANDARDS;
Getting things RIGHT FIRST TIME; ‘It costs less to prevent a problem than it does to correct it’.
Influences the relationship with CUSTOMERS;
Influences how COMPLAINTS are dealt with;
Something to do with how things LOOK and FEEL.
Product-based definition: quantities of product attributes.
User-based definition: fitness for intended use; meeting or exceeding user expectations.
Value-based definition: quality vs. price.
Manufacturing-based definition: conformance to specifications.
What is Quality?
History of Quality Methodology.
Deming’s Principles.
Taguchi’s Contributions And Philosophy.
Total Quality Management.
Quality Improvement Tools.
Costs related to quality.
Benefits/Drawbacks.
Definitions of the quality are as follows.
Transcendent definition: excellence.
Realistic but demanding STANDARDS;
Getting things RIGHT FIRST TIME; ‘It costs less to prevent a problem than it does to correct it’.
Influences the relationship with CUSTOMERS;
Influences how COMPLAINTS are dealt with;
Something to do with how things LOOK and FEEL.
Product-based definition: quantities of product attributes.
User-based definition: fitness for intended use; meeting or exceeding user expectations.
Value-based definition: quality vs. price.
Manufacturing-based definition: conformance to specifications.
In a welcome move, the Pharmacy Council of India has recently re-structured the syllabus of the
Bachelor of Pharmacy course. In the effort to make the content more relevant to the practice of
pharmacy in its current form, we now find new, important subjects introduced, and Pharmaceutical
Quality Assurance is one of them.
CHAPTER-1
INTRODUCTION
Business ethics –Definition, nature, Characteristics - Ethical theories, Causes of unethical behaviour; Ethical abuses - Work ethics- Code of conduct - Public good INTRODUCTION
Some years ago, one sociologist asked business people, "What does an ethic mean to you?" Among their replies were the following: "Ethics has to do with what my feelings tell me is right or wrong." "Ethics has to do with my religious beliefs." "Being ethical is doing what the law requires." "Ethics consists of the standards of behaviour our society accepts." "I don't know what the word means."
DEFINITION
The term "ethics" is derived from the Greek word "ethos" which refers to character or customs or accepted behaviour’s. The Oxford Dictionary states ethics as "the moral principle that governs a person's behaviour or how an activity is conducted". The synonyms of ethics as per Collins Thesaurus are - moral code, morality, moral philosophy, moral values, principles, rules of conduct, standards.
Ethics is a set of principles or standards of human conduct that govern the behaviour of individuals or organizations. Using these ethical standards, a person or a group of persons or an organization regulate their behaviour to distinguish between what is right and what is wrong as perceived by others
BUSINESS ETHICS
Business ethics is a form of applied ethics or professional ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. It is also known as Corporate ethics. It applies to all aspects of business conduct and is relevant to the conduct of individuals and entire organizations.
SOURCES
The various sources from where ethical values have been evolved. The main sources are
◦ Religion
◦ Society
◦ Legal System
◦ Genetic inheritance
◦ Marketplace
◦ Nature
◦ Culture
CHARACTERISTICS OF BUSINESS ETHICS
1. Business ethics are based on social values, as the generally accepted norms of good or bad and ‘right’ and ‘wrong’ practices.
2. It is based on the social customs, traditions, standards, and attributes.
3. Business ethics may determine the ways and means for better and optimum business performance.
4. Business ethics provide basic guidelines and parameters towards most appropriate perfections in business scenario.
5. Business ethics is concerned basically the study of human behaviour and conducts.
6. Business ethics is a philosophy to determine the standards and norms to make mutual interactions and behaviour between individual and group in organisation.
7. Business ethics offers to establish the norms and directional approaches for making an appropriate code of conducts in business.
8. Business ethics are based on the concepts, thoughts and standards as contributed as well as generated by Indian ethos.
9. Business ethics may be an ‘Art’ as well as ‘Science’ also.
10. Business ethics basically inspire the values, standards and norms of professionalism in business for the well-being of customers.
11. Business
TQM.ppt unit 1 notes for references 2017 regulationPoornachanranKV
GE8077 TOTAL QUALITY MANAGEMENT LPTC
3003
OBJECTIVES:
• To facilitate the understanding of Quality Management principles and process.
UNIT I INTRODUCTION 9
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention.
UNITII TQM PRINCIPLES 9
Leadership - Quality Statements, Strategic quality planning, Quality Councils - Employee involvement - Motivation, Empowerment, Team and Teamwork, Recognition and Reward, Performance appraisal - Continuous process improvement - PDCA cycle, 5S, Kaizen - Supplier partnership - Partnering, Supplier selection, Supplier Rating.
UNITIII TQM TOOLS AND TECHNIQUES I 9
The seven traditional tools of quality - New management tools - Six sigma: Concepts, Methodology, applications to manufacturing, service sector including IT - Bench marking - Reason to bench mark, Bench marking process - FMEA - Stages, Types.
UNITIV TQM TOOLS AND TECHNIQUES II 9
Quality Circles - Cost of Quality - Quality Function Deployment (QFD) - Taguchi quality loss function - TPM - Concepts, improvement needs - Performance measures.
UNITV QUALITY MANAGEMENT SYSTEM 9
Introduction—Benefits of ISO Registration—ISO 9000 Series of Standards—Sector-Specific Standards—AS 9100, TS16949 and TL 9000-- ISO 9001 Requirements—Implementation— Documentation—Internal Audits—Registration--ENVIRONMENTAL MANAGEMENT SYSTEM: Introduction—ISO 14000 Series Standards—Concepts of ISO 14001—Requirements of ISO 14001— Benefits of EMS.
TOTAL: 45 PERIODS
OUTCOMES:
• The student would be able to apply the tools and techniques of quality management to manufacturing and services processes.
TEXT BOOK:
1. Dale H.Besterfiled, Carol B.Michna,Glen H. Besterfield,Mary B.Sacre,Hemant Urdhwareshe and Rashmi Urdhwareshe, “Total Quality Management”, Pearson Education Asia, Revised Third Edition, Indian Reprint, Sixth Impression, 2013.
REFERENCES:
1. James R. Evans and William M. Lindsay, "The Management and Control of Quality", 8th Edition, First Indian Edition, Cengage Learning, 2012.
2. Janakiraman. B and Gopal .R.K., "Total Quality Management - Text and Cases", Prentice Hall (India) Pvt. Ltd., 2006.
GE8077 TOTAL QUALITY MANAGEMENT LPTC
3003
OBJECTIVES:
• To facilitate the understanding of Quality Management principles and process.
UNIT I INTRODUCTION 9
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention.
UNITII TQM PRINCIPLES 9
Leadership - Quality Statements, Strategic quality planning, Quality Councils - Employee involvement - Motivation,
The chapter commences by providing a comprehensive overview of TQM, presenting it as a holistic approach to managing quality across all aspects of an organization. It elucidates how TQM encompasses various elements, including leadership commitment, customer focus, employee engagement, continuous improvement, and data-driven decision making. By integrating these components, TQM aims to create a culture of quality throughout the organization, fostering a relentless pursuit of excellence.
Next, the chapter explores the historical evolution of TQM, tracing its roots back to quality pioneers such as W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. It highlights their contributions to the development of TQM principles and philosophies, emphasizing the paradigm shift from a reactive, inspection-based approach to a proactive, preventive one.
Moreover, the chapter delves into the core principles of TQM, elucidating concepts such as customer satisfaction, continuous improvement, employee empowerment, and process optimization. It emphasizes the significance of customer-centricity, stressing that meeting and exceeding customer expectations is the cornerstone of TQM.
Furthermore, the chapter expounds upon the benefits of implementing TQM within an organization. It discusses how TQM can enhance product and service quality, increase customer loyalty, boost operational efficiency, reduce costs, and drive innovation. By adopting TQM principles, organizations can gain a competitive edge and position themselves as leaders in their respective industries.
Lastly, the chapter provides an overview of the implementation strategies for TQM. It outlines the steps involved in initiating a TQM program, including establishing a quality management system, conducting employee training, fostering a culture of continuous improvement, and measuring performance through key quality metrics. The chapter emphasizes the importance of top leadership commitment and employee involvement in successfully implementing TQM.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
CW RADAR, FMCW RADAR, FMCW ALTIMETER, AND THEIR PARAMETERSveerababupersonal22
It consists of cw radar and fmcw radar ,range measurement,if amplifier and fmcw altimeterThe CW radar operates using continuous wave transmission, while the FMCW radar employs frequency-modulated continuous wave technology. Range measurement is a crucial aspect of radar systems, providing information about the distance to a target. The IF amplifier plays a key role in signal processing, amplifying intermediate frequency signals for further analysis. The FMCW altimeter utilizes frequency-modulated continuous wave technology to accurately measure altitude above a reference point.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Water Industry Process Automation and Control Monthly - May 2024.pdf
Unit 1 ce 547 quality transition
1. Quality Transition
Quality & Safety Management in Construction (CE547/CEE547)
By
Zishan Raza Khan
Associate Professor
Department of Civil Engineering
Integral University, Lucknow
2. What is Quality?
• Quality originates from the Latin word ‘qualis’
which means ‘such as the thing really is’
3. Definition
• BS EN ISO9000 (2000) Define quality as:
“degree to which a set of inherent characteristics fulfils requirements”
Requirements
0 1 2 3 4 5 6
Poor Quality
Better Quality
Best Quality
0 1 2 3 4 5 6
4. Quality perception
In today’s business world there is no single accepted definition of
quality. However, irrespective of the context in which it is
used, it is usually meant to distinguish one organization,
event, product, service, process, person, result, action, or
communication from another. For the word to have the
desired effect as intended by the user and to prevent any
form of misunderstanding in the communication, the
following points need to be considered:
• The person using the word must have a clear and full
understanding of its meaning.
• The people/audience to whom the communication is directed
should have a similar understanding of quality to the person
making the communication.
5. Examples of Organization's Definitions
• Betz Dearborn Ltd. Define quality as:
“That which gives complete customer satisfaction”
• Rank Xerox (UK) Define quality as:
“Providing our customers, internal and external, with products
and services that fully satisfy their negotiated requirements”
• North-West Water Ltd Define ‘Business quality’ as:
“Understanding and then satisfying customer requirements in
order to improve our business results.”
“Continuously improving our behaviour and attitudes as well as
our processes, products and services.”
“Ensuring that a customer focus is visible in all that we do.”
6. Measurement of Quality
• Qualitative - used in a non-technical situation
• BS EN ISO9000 (2000) says that ‘the term “quality” can be used
with adjectives such as poor, good or excellent’
1. In advertising slogans to assist in building an image and persuade
buyers that its production and services are the best:
Esso – Quality at Work; Hayfield Textiles – Committed to Quality;
Kenco – Superior Quality; Philips Whirlpool – Brings Quality to Life
2. By television and radio commentators (a quality player, a quality
goal, a quality try).
3. By directors and managers (quality performance, quality of
communications).
4. By people, in general (quality product, top quality, high quality,
original quality, quality time, quality of communications, quality
person, loss of quality, German quality, 100 per cent quality).
7. Measurement of Quality
• Quantitative
• Acceptable quality level (AQL) - BS4778 (1991):
‘When a continuing series of lots is considered, a quality level which
for the purposes of sampling inspection is the limit of a satisfactory
process’.
Defined in terms of non-conforming parts per hundred (i.e. some
defined degree of imperfection).
AQL 1% means – 1 non conforming product per lot of 100
• Sigma: A sigma is a statistical indication of variation
The higher the sigma value the lower the number of defects
3 Sigma - 66,807 defects per million
6 Sigma – 3.4 defects per million (1980s Motorola)
8. Measurement of Quality
• Quantitative
• product or service dimensions are within the design
specification or tolerance limits they are considered
acceptable
9. • Quantitative
The relationship of design
specification and variation of
the process can be quantified
by a capability index
Cp - a process potential
capability index:
10. View of Quality Gurus
• Crosby (1979)
He believes that quality is not comparative and there is no
such thing as high quality or low quality, or quality in terms of
goodness, feel, excellence and luxury. A product or service
either conforms to requirements or it does not. In other
words, quality is an attribute (a characteristic which, by
comparison to a standard or reference point, is judged to be
correct or incorrect) not a variable (a characteristic which is
measurable). Crosby makes the point that the requirements
are all the actions required to produce a product and/or
deliver a service that meets the customer’s expectations, and
that it is management’s responsibility to ensure that adequate
requirements are created and specified within the
organization.
11. View of Quality Gurus
• Juran (1988)- Fitness of Purpose
Juran classifies ‘fitness for purpose/use’ into the categories of:
quality of design, quality of conformance, abilities and field
service. Focusing on fitness for use helps to prevent the over-
specification of products and services. Over-specification can
add greatly to costs and tends to militate against a right-first-
time performance. How fit a product or service is for use
obviously has to be judged by the purchaser, customer or
user.
12. View of Quality Gurus
• B. G. Dale
Some products and services are highly sophisticated in terms of
their design but are poor in terms of conformance to requirements.
On the other hand, some are simple in terms of their design but
exhibit high levels of conformance to requirements. The ‘quality of
design’ (the degree to which the design of the product and/ or
service achieves its purpose) can be confused with the ‘quality of
conformance’ (how well the product and/or service conforms to the
design). Stemming from this confusion about design and
conformance there can be a tendency to believe that ‘better’
quality means higher costs. This view results from the confusion
between quality and grade. Grade represents the addition of
features and characteristics to satisfy the additional needs of
customers and this clearly requires extra monies, but grade is
different to quality.
14. Why is Quality Important?
• The cost of non-quality is high
• A powerful example of the cost and implications of the failure to
get a product right is provided by Wilks (1999):
“In July this year General Motors was fined a record $4.9 billion
following a crash in 1993 which seriously burned six people
involved in a rear end car collision. The severity of their injuries –
some suffered 60 per cent burns – was put down to design fault in
placing the petrol tank too close to the rear bumper. The victims’
lawyers discovered that an internal GM study had highlighted this
danger and that the manufacturer had known ‘for years’ that this
model was potentially unsafe. To alter the design would have cost
the company $8.59 per car.”
16. Inspection: Lowest Level-1
• Conformity evaluation by observation and
judgement accompanied as appropriate by
measurement, testing or gauging. (BS EN
ISO9000 (2000)
17. Quality control: Level-2
• Part of quality management
focused on fulfilling quality
requirements.
(BS EN ISO9000 (2000)
• Detection based System-
“Firefighting”
Inspection & Quality Control
18. Quality Assurance: Level-3
• Part of quality management focused on providing confidence
that quality requirements will be fulfilled. (BS EN ISO9000
(2000)
• Progressing from Quality Control to Quality Assurance
• Indicators-
1. A comprehensive quality management system to increase uniformity and conformity
2. Use of the seven quality control tools (histogram, check sheet, Pareto analysis, cause-
and-effect diagram, graphs, control chart and scatter diagram)
3. Statistical process control
4. Failure mode and effects analysis (FMEA)
Meaning: Advanced quality planning, training, critical problem-solving tasks, improving
the design of the product, process and services, improving control over the process and
involving and motivating people.
• Shift form Detection to Prevention
19. Quality Assurance: Level-3
• Prevention?
Concentrating on source activities and integrating quality into the planning
and design stage, it stops non-conforming product being produced or non-
conforming services being delivered in the first place; even when defects
occur they are identified early in the process.
• PDCA: Plan, Do, Check, Act
• Detection approach – Limited “Act”
• Prevention approach – “Act”
20. Quality Assurance: Level-3
• “From detection towards
prevention”
• PDCA: Plan, Do, Check, Act
• In prevention system there is
a clearly defined feedback
loop with both negative and
positive feedback into the
process, product, and
service development system
21. Total Quality Management: Highest Level-4
Changing from detection to prevention requires not just the
use of a set of tools and techniques, but the development of a
new operating philosophy and approach which requires a
change in management style and way of thinking. It requires
the various departments and functions to work and act
together in cross-functional teams to discover the root cause
of problems and pursue their elimination. Quality planning
and continuous improvement truly begin when top
management includes prevention as opposed to detection in
its organizational policy and objectives and starts to integrate
the improvement efforts of various departments. This leads to
the next level, that of total quality management.
22. Total Quality Management: Highest Level-4
There are many interpretations and definitions of TQM. Put
simply, TQM is the mutual co-operation of everyone in an
organization and associated business processes to produce
value-for-money products and services which meet and
hopefully exceed the needs and expectations of customers.
TQM is both a philosophy and a set of guiding principles for
managing an organization to the benefit of all stakeholders
23. Total Quality Management: Highest Level-4
The eight quality management principles are defined in BS EN ISO9000
(2000) as:
1. Customer focus. Organizations depend on their customers and
therefore should understand current and future customer needs,
meet customer requirements and strive to exceed customer
expectations.
2. Leadership. Leaders establish unity of purpose and direction of
the organization. They should create and maintain the internal
environment in which people can become fully involved in
achieving the organization’s objectives.
3. Involvement of people. People at all levels are the essence of an
organization and their full involvement enables their abilities to be
used for the organization’s benefit.
4. Process approach. A desired result is achieved more efficiently
when activities and related resources are managed as a process.
24. Total Quality Management: Highest Level-4
The eight quality management principles are defined in BS EN ISO9000
(2000) as:
5. System approach to management. Identifying, understanding and
managing interrelated processes as a system contributes to the
organization’s effectiveness and efficiency in achieving its
objective.
6. Continual improvement. Continual improvement of the
organization’s overall performance should be a permanent
objective of the organization.
7. Factual approach to decision-making. Effective decisions are
based on the analysis of data and information.
8. Mutually beneficial supplier relationships. An organization and its
suppliers are interdependent and a mutually beneficial
relationship enhances the ability of both to create value.
25. Total Quality Management: Highest Level-4
• The Key Elements of TQM
1. Commitment and leadership of the chief executive officer
2. Planning and organization
3. Using tools and techniques
4. Education and training
5. Involvement
6. Teamwork
7. Measurement and feedback
8. Ensuring that the culture is conducive to continuous improvement
activity
In the words of a government chief engineer in the Hong Kong civil
engineering department, ‘Getting the quality system registered to ISO9001
is the easy bit, it is changing people’s attitudes and getting them committed
to continuous improvement what is presenting the greatest challenge.’