This document defines key concepts related to Total Quality Management (TQM). It defines quality according to different perspectives, lists the dimensions of manufacturing and service quality, and defines TQM. It also outlines the six basic concepts required for a successful TQM program, and tabulates the tangible and intangible benefits of TQM. Additionally, it provides the principles of TQM, obstacles to implementation, the need for quality, pillars of TQM, and differences between traditional and TQM culture. Key terms like quality circles, cause and effect diagram, zero defects, and quality loss function are also defined.

1. ASAN MEMORIAL COLLEGE OF ENGINEERING AND TECHNOLOGY
DEPARTMENT OF COMPUTER SCIENCE AND ENGINEERING
GE2022-TOTAL QUALITY MANAGEMENT
UNIT-I
INTRODUCTION
TWO MARKS
1.Define quality.
(i) Quality is defined as fitness for use(Juran).
(iii) Quality is defined as conformance to requirements (Crosby).
(iv) Quality is totality of the characteristics of entity that bear on its ability to
satisfy stated and implied needs(ISO).
Quality = Performance x Expectations
2.List the dimensions of Manufacturing quality.
The dimensions of Manufacturing quality are
1. Performance
2. Futures
3. Conformance
4. Reliability
5. Durability
6. Service
7. Response
8. Aesthetics and
9. Repetition.
3.List the dimensions of Service quality.
o Reliability
o Responsiveness
o Assurance
o Empathy
o Tangibles
4.Define TQM.
Total Quality Management is the management approach of an organization,
centered on quality, based on the participation of all its members and aiming at
long-term success through customer satisfaction and benefits to all members of the
organization and to society.
5. What are the six basic concepts that a successful TQM programme
requires?
The six basic concepts that a successful TQM programme requires
1. Top management commitment
2. Focus on the customer
3. Effective employee involvement
4. Continuous improvement
5. Treating suppliers as partners and
6. Establishing performance measures

2. 6.Tabulate the tangible and intangible benefits of TQM.
Tangible Benefits Intangible Benefits
Improved product quality Improved employee participation
Improved productivity Improved teamwork
Reduced quality costs Improved working relationships
Increased market Improved customer satisfaction
and customers Improved communication
Increased profitability Enhancement of job interest
Reduced employee grievances Enhanced problem-solving capacity
Better company image.
7.Give the Principles of TQM?
 Constancy of purpose: short range and long range objectives aligned
 Identify the customer(s); Customer orientation
 Identification of internal and external customers
 Continuous improvement
 Workflow as customer transactions
 Empower front-line worker as leader
 Quality is everybody’s business
8.Give the Obstacles or Barriers associated with TQM Implementation?
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and isolated individuals and departments
• Ineffective measurement techniques and lack of access to data and results.
• Paying inadequate attention to internal and external customers.
• Inadequate use of empowerment and teamwork.
9.What is the need for quality?
 Foreign markets have grown
• Import barriers and protection are not the answer.
 Consumers are offered more choices
• They have become more discriminating.
 Consumers are more sophisticated
• They demand new and better products.
10.What are the pillars of tqm?
Problem solving discipline
Interpersonal skills
Teamwork
Quality improvement process

3. 11.State the differences between TQM & Traditional Culture.
Quality Traditional Culture TQM Culture
Element
Definition Product Oriented Customer Oriented
Priorities Second to service First among equals of and
cost service and cost
Decisions Short Term Long Term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality control Everyone
Problem Solving Managers Teams
Procurement Price Life cycle costs, Partnership
Plan, assign, control Delegate, coach,
Manager‟s Role
facilitate and mentor
and enforce
12.What do you mean by Quality Circles?
Quality Circles are (informal) groups of employees who voluntarily meet together
on a regular basis to identify, define, analyze and solve work related problems. Usually
the members of a particular team (quality circle) should be from the same work area or
who do similar work so that the problems they select will be familiar to all of them. In
addition, interdepartmental or cross functional quality circles may also be formed. An
ideal size of quality circle is seven to eight members. But the number of members in a
quality circle can vary
13.Define Cause and Effect Diagram?
It is defined as the Graphical Tabular Chart to list & analyse the potential causes
of a given problem. This type of diagram is sometimes called an "Ishikawa diagram"
because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the
way it looks.
14.Define Zero Defect?
An aspect of total quality management that stresses the objective of error-free
performance in providing goods or services
15.Define Quality Loss Function?
Mathematical formula that estimates the loss of quality resulting from the deviation of a
product characteristic from its target value. Developed by Dr. Genichi Taguchi of Japan, it is
often expressed in terms of money lost, and suggests that such losses increase geometrically as
the square of the deviation from the target.

4. 16.Define Quality Circles.
A group of employees who perform similar duties and meet at periodic intervals, often with
management, to discuss work-related issues and to offer suggestions and ideas for improvements,
as in production methods or quality control.
17.State the elements of TQM.
 TQM Principles & Practices
Includes:
• Leadership
• Customer Focus
• Employee involvement etc
 TQM Tools & Techniques
Includes:
 7 Tools of Qulaity
 Six Sigma
 FMEA etc
17.State the contribution by Juran.
Dr. Juran created a trilogy for managing Quality. The three principles of the trilogy are
based on planning, control, and improvement.