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Summer 2013
Master of Business Administration- MBA Semester 4
QM0018 - Quality Development Methods
Q1.Define strategic quality management. Discuss the elements of strategic quality management.
(Meaning – 4 marks, Elements – 6 marks) 10 marks
Answer : Strategic quality management:
The BSI Standards defined it as a management philosophy and company practices that aim to harness the human
and material resources of an organization in the most effective way to achieve the objectives of the organization. In
addition, the BSI used the term total quality management (TQM) instead of strategic quality management. As long
as they recognize the strategic importance of quality and quality planning, both terms can be used interchangeably.
In this sense, we recognize the significance of strategic value of quality as Garvin did in implementing the quality
improvement strategies, and use in this paper the terms “total” and “strategic” interchangeably.
Q2. Explain the types, advantages and drawbacks of qualitative research.
(Types - 4 marks, Advantages – 3 marks, Drawbacks – 3 marks) 10 marks
Answer : Types of qualitative research :
1.Basic/pragmatic qualitative research, which involves using an eclectic approach taken up to best match the
research question at hand.
2. Ethnographic Research, used for investigating cultures by collecting and describing data that is intended to help
in the development of a theory.
3. Grounded Theory is an inductive type of research, based or "grounded" in the observations or data from which it
was developed.
Q3. Define skill based quality management. Explain the guidelines of change management.
(Meaning – 4 marks, Guidelines – 6 marks) 10 marks
Answer : Skill based quality management:
The idea of using skills to assure quality is not new, even amongst the quality community. There is a section in the
ISO 9000 family of standards which relates to what it calls "special processes" (see Hoyle, 1994), processes where
the quality of the output is not susceptible to assurance through normal methods of inspection. The distinguishing

2. factor of our approach is the embedding of this idea into an integrated model. The quality of the outputs of
special processes is assured in our model through the determination of the abilities and competence needed to
carry them out, a process known as "qualification.
Q4. Explain the modeling techniques of value engineering.
(Meaning – 2 marks, Modelling Techniques – 8 marks) 10 marks
Answer : Value engineering :
Value engineering (VE) is a systematic method to improve the "value" of goods or products and services by using an
examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by
either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions be
preserved and not be reduced as a consequence of pursuing value improvements. Value engineering is also
referred to as "value management" or "value methodology" (VM), and "value analysis" (VA).
Q5. Elucidate the key features of kaizen. Discuss the implementation of kaizen.
(Meaning - 2 marks, Features – 4 marks, Implementation – 4 marks) 10 marks
Answer : Meaning of Kaizen :
Kaizen , or ‘Continuous Improvement’ is a policy of constantly introducing small incremental changes in a business
in order to improve quality and/or efficiency. This approach assumes that employees are the best people to
identify room for improvement, since they see the processes in action all the time. A firm that uses this approach
therefore has to have a culture that encourages and rewards employees for their contribution to the process.
Kaizen can operate at the level of an individual, or through Kaizen Groups or Quality Circles which are groups
specifically brought together to identify potential improvements.
Q6. Explain Just in Time and Kanban.
(Explanation – 5 marks each) 10 marks
Answer : Just in time :
Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing in-
process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals or Kanban
(between different points, which are involved in the process, which tell production when to make the next part.
Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf.
Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's
return on investment, quality, and efficiency.
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