UNIT I

INTRODUCTION
Introduction-Need for Quality-Evolution of Quality-Definition of Quality-
Dimensions of manufacturing and service Quality-Basic concepts of TQM-Definition of
TQM- TQM Framework-ontri!utions of Deming" #uran and ros!y-Barriers to TQM$
2 MARKS:
1. Defne TQM
TQM is t%e management approac% of an organi&ation" centered on 'uality" !ased on t%e
participation of all its mem!ers and aiming at long-term success t%roug% customer satisfaction"
and !enefits to all mem!ers of t%e organi&ation and to society$
Total Made up of t%e w%ole
Quality Degree of e(cellence a product or service provides
Management )ct" art" or manner of %andling" controlling" directing" etc$

2. Defne Quality?
Quality is a predicta!le degree of uniformity and dependa!ility" at low cost and suited to
t%e market *Deming+
Quality is fitness for use *#uran+
Quality is conformance to re'uirements *ros!y+
Quality , -erformance .E(pectations
3. Define the different views of Q!"it#.
$ro% the ser&s 'oint of view/ Quality is an e(pression of t%e products. services usefulness
in meeting t%e needs and e(pectations and its relia!ility" safety" dura!ility and so on$
$ro% the 'rod(tion 'oint of view: Quality of a product is measured !y t%e 'uality of its
performance w%ic% depends on t%e 'uality of design and t%e 'uality of conformance$
4. What are the Dimensions of Quality?
Features
-erformance
onformance
0elia!ility
Dura!ility
1ervice
0esponse
)est%etics
0eputation
5. Defne Quality Planning?
) 'uality plan sets out t%e desired product 'ualities and %ow t%ese are assessed and
define t%e most significant 'uality attri!utes$ It s%ould define t%e 'uality assessment process$ It
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s%ould set out w%ic% organi&ational standards s%ould !e applied and" if necessary" define new
standards$
). What are the levels of quality planning?
1upervisory and 3orker level
Functional level
Multifunctional systems
Ma4or programmes
*. Give the basic steps to strategic quality planning?
ustomer needs
ustomer positioning
-redict t%e future
5ap analysis
losing t%e gap
)lignment
Implementation
8. What are the various quality statements?
o 6ision 1tatement
o Mission 1tatement
o Quality -olicy 1tatement
9. What is a quality policy?
T%e Quality -olicy is a guide for everyone in t%e organi&ation as to %ow
t%ey s%ould provide products and service to t%e customers$ T%e common c%aracteristics are
7 Quality is first among e'uals$
7 Meet t%e needs of t%e internal and e(ternal customers$
7 E'ual or e(ceed t%e competition$
7 ontinually improve t%e 'uality$
7 Include !usiness and production practices$
7 8tili&e t%e entire work force$
1+. Define Total Quality?.
TQM is an en%ancement to t%e traditional way of doing !usiness$ It is t%e art of
managing t%e w%ole to ac%ieve e(cellence$ It is defined !ot% a p%ilosop%y and a set of
guiding principles t%at represent t%e foundation of a continuously improving organi&ation$ It
is t%e application of 'uantitative met%ods and %uman resources to improve all t%e processes
wit%in an organi&ation and e(ceed customer needs now and in t%e future$ It integrates
fundamental management tec%ni'ues" e(isting improvement efforts" and tec%nical tools under
a disciplined approac%$

11. ,ist the (h!r!(teristi(s of TQM
TQM is a customer oriented
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TQM re'uired a long term commitment for continuous improvement of all processes$
TQM is teamwork$
TQM re'uires t%e leaders%ip of top management and continuous involvement
TQM is a strategy for continuous improving performance at all levels and in all areas of
responsi!ility$
12. Give the Basic oncepts of TQM?
Top management commitment
Focus on t%e customer
Effective involvement and utili&ation of t%e entire work force$
ontinuous improvement
Treating suppliers as partners$
Esta!lis% performance measures for t%e processes$
13. ,ist the e"e%ents of TQM.
T%e p%ilosop%y elements
T%e generic elements
Tools of t%e Q department
1-. What are the four pillars of TQM?
-ro!lem solving discipline
Interpersonal skills
Teamwork
Quality improvement process
15. Give the Principles of TQM?
ustomer:s re'uirements must !e met t%e first time" every time$
T%ere must !e agreed re'uirements" for !ot% internal and e(ternal customers$
Every!ody must !e involved" from all levels and across all functions
Top management participation and commitment is must$
Every 4o! must add value
T%ere must !e a focus on t%e prevention of pro!lems
T%ere s%ould !e focus on team work$
16. Give the !bstacles associate" #ith TQM $mplementation?
;ack of management commitment
Ina!ility to c%ange organi&ational culture
Improper planning
;ack of continuous training and education
Incompati!le organi&ational structure and isolated individuals and departments
Ineffective measurement tec%ni'ues and lack of access to data and results$
-aying inade'uate attention to internal and e(ternal customers$
Inade'uate use of empowerment and teamwork$
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17. Give the !b%ectives of TQM?
To develop a conceptual understanding of t%e !asic principles and met%ods
associated wit% TQM=
To develop an understanding of %ow t%ese principles and met%ods %ave !een put
into effect in a variety of organi&ations=
To develop an understanding of t%e relations%ip !etween TQM principles and t%e
t%eories and models studied in traditional management=
To do t%e rig%t t%ings" rig%t t%e first time" every time$
18. What are the benefts of TQM?
Tangible Benefts&
Improved product 'uality
Improved -roductivity
0educed 'uality costs
Increased market and customers
Increased profita!ility
0educed employee grievances
$ntangible Benefts&
Improved employee participation
Improved teamwork
Improved working relations%ips
Improved customer satisfaction
Improved communication
En%ancement of 4o! interest
En%anced pro!lem solving capacity
Better company image
19. What "oes a typical meeting agen"a contain after establishing the TQM?
-rogress report on teams
ustomer 1atisfaction report
-rogress on meeting goals
New pro4ect teams
0ecognition dinner
Benc%marking report
20. What are the general "uties of a quality council?
*i+Develop" wit% input from all personnel" t%e core values" vision statement"
mission statement" and 'uality policy statement$
*ii+Develop t%e strategic long-term plan wit% goals and t%e annual 'uality
improvement program wit% o!4ectives$
*iii+reate t%e total education and training plan$
*iv+Determine and continually monitor t%e cost of poor 'uality$
>
*v+Determine t%e performance measures for t%e organi&ation" approve t%ose for t%e
functional areas" and monitor t%em$
*vi+ontinually" determine t%ose pro4ects t%at improve t%e processes" particularly
t%ose t%at affect e(ternal and internal customer satisfaction$
*vii+Esta!lis% multifunctional pro4ect and departmental or work group teams and
monitor t%eir progress$
*viii+Esta!lis% or revise t%e recognition and reward system to account for t%e new
way of doing !usiness$
21. N!%e the (riteri! for %!nf!(trin. or.!ni/!tion.
ourtesy and friendliness of staff" promptness in resolving complaints" and
atmosphere' ?t%er definitions of 'uality in services include time@t%e amount of time a
customer %as to wait for t%e service$
22. Co%'!re %!nf!(trin. !nd servi(e or.!ni/!tion
-erformance - onsistency
0elia!ility - 0esponsiveness to customer needs
Features - ourtesy.friendliness
Dura!ility - Timeliness.promptness
1ervicea!ility - )tmosp%ere
23. Define the (on(e't of De%in. 'hi"oso'h#.
reate and communicate to all employees a statement of t%e aims and
purposes of t%e company$
)dapt to t%e new p%ilosop%y of t%e day= industries and
economics are always c%anging$
2-. 0h!t !re the $!(tors th!t he"' in i%'rovin. the 1!"it#2
ustomer satisfaction" retention" empowerment
23. 0h!t is fitness of se2
It focuses on %ow well t%e product performs its intended function or use$ For
E(ample" a Mercedes Ben& and a #eep %erokee !ot% meet a fitness for use definition if
one considers transportation as t%e intended function$
2). 0h!t is %e!nt 4# s''ort servi(e2
1upport services provided are often %ow t%e 'uality of a product or service is
4udged$ Quality does not apply only to t%e product or service itself= it also applies to t%e
people" processes" and organi&ational environment associated wit% it$
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2*. Define 1!"it# !ssr!n(e.
Quality )ssurance/ TQM guarantees t%at all t%e products and even operations in t%e
org$ are of a certain 'uality standard$ T%is promotes trust to t%e consumers and also maintains
a %ealt%y environment for employees$
25. 0h# do we need v!"e for 'ri(e '!id2
6alue for price paid is a definition of 'uality t%at consumers often use for product or
service usefulness$ T%is is t%e only definition t%at com!ines economics wit% consumer
criteria= it assumes t%at t%e definition of 'uality is price sensitive$
26. ,ist the 's#(ho"o.i(!" (riteri! of the 1!"it#.
-syc%ological criteria are a su!4ective definition t%at focuses on t%e 4udgmental
evaluation of w%at constitutes product or service 'uality$ Different factors contri!ute to t%e
evaluation" suc% as t%e atmosp%ere of t%e environment or t%e perceived prestige of t%e
product$ For e(ample" a %ospital patient may receive average %ealt% care" !ut a very friendly
staff may leave t%e impression of %ig% 'uality$
3+. Define the 1!"it# in %!nf!(trin. or.!ni/!tion.
Definitions of 'uality in manufacturing include
performance@suc% as acceleration of a ve%icle=
relia!ility@t%at t%e product will function as e(pected wit%out failure=
features@t%e e(tras t%at are included !eyond t%e !asic c%aracteristics=
dura!ility@e(pected operational life of t%e product= and
servicea!ility@%ow readily a product can !e repaired$
31. 0h!t is %e!nt 4# evo"tion of 1!"it#2
Evolution of 'uality provides %ig% degree of assurance t%at manufacturer will
consistently produce medical devices t%at are safe
-erform as intended
omply wit% customer re'uirements
omply wit% regulatory re'uirements
Bave t%e appropriate degree of 'uality
32. ,ist first three 1!"it# .rs in TQM.
3alter )$ 1%ew%art
3$ Edwards Deming
-%illip ros!y
#osep% M$#uran
33. 0rite the st!.es of indstri!" (#("e !''"ied 4# TQM.
T%e TQM is applied to many stages of Industrial ycle w%ic% are listed !elow/
2$ Marketing
9$ Engineering
C
<$ -urc%asing
>$ Manufacturing
A$ Mec%anical
C$ 1%ipping
D$ Installation and product service$
3-. 0rite the fnd!%ent!" f!(tors whi(h !ffe(ts 1!"it#.
Fundamental factors affecting Quality/ *E MFs+
2$ Market
9$ Money
<$ Management
>$ Men
A$ Motivation
C$ Materials
D$ Mac%ines and Mec%ani&ation
G$ Modern Information Met%ods
E$ Mounting -roduct 0e'uirements
1) MARKS:
(' )*plain Deming Philosophy?
Cre!te (onst!n(# of 'r'ose tow!rd i%'rove%ent of 'rod(t !nd servi(es" wit%
t%e aim to !ecome competitive and to stay in !usiness and to provide 4o!s$
Ado't the new 'hi"oso'h# $ 3e are in a new economic age$ 3estern management
must awaken to t%e c%allenge" must learn t%eir responsi!ilities and take on leaders%ip for
c%ange$
Ce!se de'enden(e on ins'e(tion to !(hieve 1!"it#$ Eliminate t%e need for inspection
on a mass" !asis !y !uilding 'uality into t%e product in t%e first place$
7nd the 'r!(ti(e of !w!rdin. 4siness on the 4!sis of 'ri(e t!.$ Instead" minimi&e
total cost$ Move toward a single supplier for any one item" on a long term relations%ip of
loyalty and trust$
I%'rove (onst!nt"# !nd forever the s#ste% of 'rod(tion !nd servi(e" to improve
'uality and productivity" and t%us constantly decrease costs$
Institte tr!inin. on t%e 4o!$
Institte "e!dershi'$ T%e aim of supervision s%ould !e to %elp people and mac%ines
and gadgets to do a !etter 4o!$ 1upervision for management is in need of over%aul" as
well as supervision of production workers$
Dr# ot fe!r" so t%at everyone may work effectively for t%e company$
8re!9 down 4!rriers 4etween de'!rt%ents$ -eople in researc%" design" sales and
production must work as a team" to foresee pro!lems of production and in use t%at may !e
encountered wit% t%e product or service$
7"i%in!te s"o.!ns: e;hort!tions !nd t!r.ets for the wor9 for(e w%ic% ask for &ero
defects and new levels of productivity$ 1uc% e(%ortations only create adversarial
relations%ips" since t%e !ulk of t%e cause of low 'uality and low productivity !elong to t%e
system and t%us lie !eyond t%e power of t%e workforce$
7"i%in!te wor9 st!nd!rds <1ot!s= on the f!(tor# f"oor. 1u!stitute leaders%ip$
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7"i%in!te %!n!.e%ent 4# o4>e(tive*M?B+$ Eliminate management !y num!ers"
numerical goals" su!stitute leaders%ip$
Re%ove 4!rriers to 'ride of wor9%!nshi'$ T%e responsi!ility of supervisors must !e
c%anged from s%eer num!ers of 'uality$ 0emove !arriers t%at ro! people in management
and in engineering of t%eir rig%t to pride of workmans%ip$ T%is means" for e(ample"
a!olis%ment of annual or merit rating and of management !y o!4ectives$
Institte ! vi.oros 'ro.r!% of ed(!tion !nd se"f i%'rove%ent $
-ut every!ody in t%e company to work to !((o%'"ish the tr!nsfor%!tion$ T%e
transformation is everyone:s 4o!$
9$ )*plain the barriers to TQM implementation?
;ack of management commitment
;ack of fait% in and support to TQM activities among management personnel$
Failure to appreciate TQM as a cultural revolution$ In ot%er words" ina!ility to c%ange
organi&ational culture
Misunderstanding a!out t%e concept of TQM$
Improper planning
;ack of employee commitment
;ack of effective communication
;ack of continuous training and education
;ack of interest or incompetence of leaders
Ineffective measurement tec%ni'ues and lack of access to data and results
Non application of proper tools and tec%ni'ues
Inade'uate use of empowerment and team work
Inade'uate attention to internal and e(ternal customers
Delay or non implementation of 'uality improvement team:s recommendations$
+' )*plain the principles of TQM?
ustomer:s re'uirements must !e met t%e first time" every time$
T%ere must !e agreed re'uirements" for !ot% internal and e(ternal customers$
Every!ody must !e involved" from all levels and across all functions$
0egular communication *!ot% formally and informally+ wit% staff at all levels is must$
Two way communication at all levels must !e promoted$
Identifying training needs and relating t%em wit% individual capa!ilities and re'uirement
is must
Top management:s participation and commitment is must
) culture of continuous improvement and commitment must !e esta!lis%ed
Emp%asis s%ould !e placed on purc%asing and supplier management$
Every 4o! must add value$
Quality improvement must eliminate wastes and reduce total cost
T%ere must !e a focus on t%e prevention of pro!lems$
) culture of promoting creativity must !e esta!lis%ed$
G
-erformance measures are a must at organi&ation" department and individual levels$ It
%elps to assess and meet o!4ectives of 'uality
T%ere s%ould !e focus on team work$
-. 7;'"!in the di%ensions of tot!" 1!"it# %!n!.e%ent.
S.NO Di%ension Me!nin. !nd 7;!%'"e
2 -erformance -rimary operating c%aracteristics of a product" suc% as signal
coverage" audio 'uality" display 'uality" etc$"
9 Features 1econdary c%aracteristics" added features" suc% as calculators and
alarm clock features
< onformance Meeting specifications or industry standards" workmans%ip *or+
t%e degree to w%ic% a product:s design or operating
c%aracteristics matc% pre-esta!lis%ed standards
> 0elia!ility T%e pro!a!ility of a product:s failing wit%in a specified period of
time
A Dura!ility It is a measure of product:s life %aving !ot% economic and
tec%nical dimensions$
C 1ervice 0esolution of pro!lem and complaints" ease of repair$
D 0esponse Buman to %uman interface" suc% as t%e courtesy of t%e dealer
G )est%etics 1ensory c%aracteristics" suc% as e(terior finis%
E 0eputation -ast performance and ot%er intangi!les" suc% as !eing ranked
first$
3. Dis(ss in det!i" !4ot the 8!si( (on(e'ts ? 7"e%ents of TQM
Basic oncepts of TQM
To' %!n!.e%ent (o%%it%ent:
Top management s%ould participate and completely involve in t%e total 'uality
programme$ T%ey s%ould ensure t%eir complete commitment to t%e approac% t%roug%
management meetings" company maga&ines or newsletters$ )lso" top management s%ould
make sure t%at every!ody wit%in t%e organi&ation from top to !ottom is communicated
a!out t%e TQM programme$
$o(s on the (sto%er :
)c%ieving customer satisfaction is t%e %eart f TQM$ ustomers include !ot% internal and
e(ternal customers$ 1o focus on t%e customer is t%e key for any TQM programme$
7ffe(tive invo"ve%ent !nd ti"i/!tion of the entire wor9 for(e:
T%is concept is sometimes referred as Hprinciple of employees involvementI or Hrespect for
peopleI$ TQM is a team work$ Total 'uality recogni&es t%at eac% person is responsi!le fro t%e
'uality of %is work and fro t%e work of t%e group$ )ll persons must !e trained in TQM"
statistical process ontrol *1-+ and ot%er appropriate 'uality improvement skills so t%at t%ey
can effectively participate on 'uality terms$
Continos i%'rove%ent :
TQM is !ased on t%e 'uest fro progress and improvement$ TQM !elieves t%at t%ere is
always a !etter way of doing t%ings" way to make !etter use of t%e company:s total 'uality
resources" a way to !e more productive$ For t%is purpose various 'uality tools and tec%ni'ues
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may !e used$
Tre!tin. s''"iers !s '!rtners:
1ince t%e suppliers influence t%e company:s 'uality" t%erefore a partnering relations%ip
s%ould !e developed !etween t%e management and t%e suppliers$
7st!4"ish 'erfor%!n(e %e!sres for the 'ro(esses:
Quantitative data are necessary to measure t%e continuous 'uality improvement activity$
T%erefore performance measures suc% as uptime" productivity" sales turnover" a!senteeism"
percent nonconforming" customer satisfaction" s%ould !e determined fro eac% functional area$
T%ese results can !e used for furt%er improvement activities$
7"e%ents of TQM
The @hi"oso'hi(!" e"e%ents of TQM stress t%e
operation of t%e company using 'uality as t%e integrating element$
The .eneri( too"s consist of various statistical process control met%ods t%at are used for
pro!lem solving and continuous improvement !y 'uality teams$ Quality function deployment
is typically used !y managers to drive t%e voice of t%e customer into t%e organi&ation$
Too"s of the QC de'!rt%ent consists of 1tatistical
Quality ontrol *1Q+ met%ods suc% as sampling plans" process capa!ility and Taguc%i
met%ods$
). Dis(ss in det!i" !4ot the 4!si( (on(e'ts of 1!"it#.
Me!nin. of Q!"it#:
Defined as t%e fitness for use .purpose at t%e most economical level$
Q!"it# Defined:
Quality is a predicta!le degree of uniformity and dependa!ility" at low cost and
suited to t%e market *Deming+
Quality is fitness for use *#uran+
Quality is conformance to re'uirements *ros!y+
Quality is t%e totality of c%aracteristics of an entity t%a%t !ear on its a!ility to
satisfy stated and implied needs$
Quality , -erformance .E(pectations
Different views of Q!"it#:
$ro% the ser&s 'oint of view/ Quality is an e(pression of t%e
products. services usefulness in meeting t%e needs and
e(pectations and its relia!ility" safety" dura!ility and so on$
$ro% the 'rod(tion 'oint of view: Quality of a product is
measured !y t%e 'uality of its performance w%ic% depends on t%e
'uality of design and t%e 'uality of conformance$
Q!"it# @"!nnin.:
Quality planning attempts to meet t%e 'uality needs of t%e customers$
i= S'ervisor# !nd wor9er "eve"s:
Eac% employee is assigned a 4o!$ ;arge num!ers of 4o! re'uire 'uality planning as
well as replanning as t%e 4o! may !e dynamic$ T%e concepts and tools used for
'uality planning at t%is stage are/
2J
Se"fAContro" Con(e't: T%e self control concept emp%asi&es t%at t%e person s%ould
%ave full control as well as mastery over t%e attainment of planned results for t%e
assigned 4o!$ In order to ac%ieve self control" a person s%ould provide wit%
Knowledge of w%at %e is supposed to do$
Knowledge of w%at ot%ers are doing and
Means for regulating eit%er of t%e a!ove two" if t%e failure to meet t%e
o!4ective results$
Tri'"e ro"e (on(e't: T%e triple role concept stresses t%at employee %olding a 4o!
s%ould !e a!le to carry out t%e following t%ree roles$
)s a customer
)s a processor
)s a supplier
ii= $n(tion!" "eve":
Functional managers in c%arge of different areas undertake 'uality
planning to manage t%eir performance in a !etter way$
For e(ample" planning for t%e marketing function places ma4or emp%asis
on t%e defined role of 'uality planning in marketing department$
For untrained professionals" training may !e given in t%e field of skills
and tools of planning for 'uality$
iii= M"tifn(tion!" s#ste%s:
1ystems suc% as management Information 1ystems *MI1+" Buman 0esources
and New -roduct Development 1ystems %ave spread t%eir functional areas as
t%ey receive inputs from all ma4or functional areas$ 1o inade'uate 'uality
planning may severely %arm t%e working of t%e systems$
entral 'uality planning is %ig%ly useful in ac%ieving coordination among all
t%e functional areas involved$
T%e central 'uality planning can !e ac%ieved t%roug% any one of t%e
following teams. departments$
o ) team of functional managers$
o ) team of functional managers" wit% t%e assistance of
'uality specialists$
o ) pro4ect management department$
o ) 'uality assurance department$
iv= M!>or @ro.r!%%es:
)lso termed as costly pro4ects suc% as nuclear power plants" development of a
new weapon system" launc%ing a satellite into space$ T%ese pro4ects are comple( and
uni'ue$ 1o t%ey re'uire specific 'uality planning$
Q!"it# (ost B 7"e%ents
i= @reventive (ost (!te.or# : ost of 'uality planning" ost of documenting"
-rocess control cost" ost of training" osts associated wit% preventing recurring defects$
ii= A''r!is!" (ost (!te.or# : ost of receiving test and inspection" ost of
la!oratory acceptance testing" ost of installation testing" ost of vendor re4ects" ost of
line 'uality engineering$
iii= Intern!" f!i"re (ost (!te.or#: ost associated wit% scrap and re4ects" ost of
repair and rework" ost of design c%anges" ost of downgrading" ost of downtime" ost
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of sales discounts for inferior products$
iv= 7;tern!" f!i"re (ost (!te.or#: ost of processing complaints from customer"
cost of commissioning failures" cost of servicing or replacing t%e defective items" ost of
guarantee and warranty claims$
*. Dis(ss the (ontri4tions of Cr!n !nd Cros4#
Cr!n tri"o.# :<S''"ier @!rtnershi'=
@"!nnin. :
Identify t%e customers
Determine t%e customer:s needs
Develop product features
Esta!lis% 'uality goods
Develop a process
-rove process capa!ility
Contro":
%oose control su!4ects *w%at to controlL+
%oose units of measurement
Esta!lis% measurement
Esta!lis% standards of performance
Measure actual performance
Interpret t%e difference *actual vs standard+
Take action on t%e difference
I%'rove%ent:
-rove need for improvement
Identify specific pro4ects for improvement
?rganise to guide t%e pro4ects
?rganise for diagnosis- for discovery of causes
Diagnosis to find t%e causes
-rovide remedies
-rove t%at remedies are effective under t%e operating conditions
-rovide for control to %old gains$
Cros4# - !4so"tes of 1!"it# %!n!.e%ent:
Quality is conformance to re'uirements
-revention of nonconformance is t%e o!4ective not appraisal
T%e performance standard is &ero defects not Ht%at:s close enoug%I
T%e measurement of 'uality is t%e cost of nonconformance
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