TQM
TQM
TQM
Section - A
S. No. Questions Marks 10
1. Explain service quality.
2. Mention the various measurements of dispersion.
3. Explain the contribution of Juran to the quality movement.
4. Discuss about the implementation steps of TQM and mention the importance of the
management commitment.
5. Explain about the new seven tools of quality and its applications in detail.
6. Discuss about the need, types, construction and applications of control charts.
7. Discuss about the objectives, process, outcome and benefits of Quality Function
Deployment (QFD).
8. Discuss about the documentation process in ISO 9000:2000 system.
Section B
Please give your answer in at least 25 words and press save and continue button.
1. Compute the capability index.
2. State whether the machining process in the lathe is capable of meeting the specifications.
3. If the specifications are 10 2 mm for a particular quality characteristic and the average
repair coot is Rs. 200/-, determine the loss function. Determine the loss at y=11.
SECTION C
Options
Total Quality Management
International Standard Organization
Total Productive Maintenance
Total Quality Control
Options
Data flow
Work flow
Circular
Audit
Options
Process monitoring tool
Process control tool
Both (a) and (b)
None of the above
Options
Customer satisfaction
Employee satisfaction
Skill enhancement
Environmental issues
Options
Employee
Customer
Both (a) and (b)
None of the above
Options
Top level management
Middle level management
Frontline management
All of the above
Options
Waste
No material
Breakdown
All of the above
Options
Customer
Employee
Supplier
All of the above
Options
Due to management
Due to method
Due to machine
Due to material
Options
Material quality
Customer need
Market demand
All of the above
Options
Job design
Training & development
Wage revision
All of the above
Options
Capability maturity model
Capability monitoring model
Capability measuring model
Capability matching model
Options
Customer need
Organizational need
Supplier need
Worker need
Options
ISO-9000
ISO-14000
ISO-26000
ISO-31000
Options
Fitness for purpose is the key.
Options
There is an inevitable worsening of quality during periods of change.
Reductions in prevention and appraisal costs lag behind investment in prevention.
It is never free.
Zero defects is not possible.
Options
Being upset at treatment is the main reason given for stopping business.
Satisfied customers tell fewer people of their experience than dissatisfied ones do.
Each complaint may hide many unresolved problems.
Among those who complain, few will do business again even though their complaints are
handled effectively.
Options
Applied only to some aspects of a product or service
Not recognised internationally
Simplicity
Limited scope
Options
The place where activity takes place
Maintain a steady flow
Continuous improvement
Mutual dependence
Options
Weak links between product and process standards.
Insufficient guidance on improvement.
Including broad dimensions of customer satisfaction within the quality definition.
Universality meant average.
Options
Continuous improvement
Establishing clear specifications
Teamwork, trust and empowerment
Identifying customers and their needs
Options
Purpose, develop, carry out, assess
Plan, design, control, assess
Plan, do, check, act
Problem, diagnosis, conclusion, action
Options
Divining
Benchmarking
Calibration
Brainstorming
Options
Control limits should equal specification limits to prevent any output outside specification.
Control charts do not prevent poor quality output.
Designers always set upper and lower limits.
Control charts require complex statistical analysis to set them up.
Options
Reliability
Tangibles
Responsiveness
Quality
Question No. 27 Marks - 10
Which organisation defines self-assessment as a comprehensive, systematic, and regular review
of the organisations activities and results referenced against a model of business excellence?
Options
ISO 9000
Taguchi Institute
European Foundation for Quality Management (EFQM)
International Quality Foundation
Options
W Edwards Deming
Genichi Taguchi
Joseph M Juran
Armand Feigenbaum
Options
Joseph M Juran
Bill Cosby
Kaoru Ishikawa
W Edwards Deming
Options
Covering all parts of the organisation
Primarily a 'worker' rather than a management activity
Inclusion of every person in the organisation
Meeting the needs and expectations of customers
Options
Build and install an error-proof process and maintain it.
Rely on a team of highly trained and dedicated inspectors.
Rely on operator self-inspection and self-correction.
Perform inspection at the next process.
Options
TQM does not become a separate 'bolt-on' set of activities.
TQM should become a substitute for normal managerial leadership.
Quality improvement relates to an operation's performance objectives.
Slogans and exhortations about TQM's effectiveness are avoided.
Options
It is the responsibility of the executive in charge of TQM to manage internal customer-supplier
relationships.
Every part of the organisation contributes to external customer satisfaction by satisfying its own
internal customers.
Service Level Agreements must be in place to ensure standards are met.
The product or service must be inspected prior to its delivery to the external customer.
Options
Internal failure costs
Prevention costs
Marketing costs
Inspection costs
Options
Marketing costs
Overhead costs
Appraisal costs
Transport costs
Question No. 36 Marks - 10
Which of the following is NOT noted as a disadvantage of Feigenbaums approach to total
quality management?
Options
Does not discriminate between different kinds of quality context.
Action plan and methodological principles are sometimes vague.
Does not bring together the different management theories into one coherent whole.
None of the above
Options
Quality Control, Inspection, Quality Assurance, Total Quality Management
Quality Assurance, Quality Control, Inspection, Total Quality Management
Quality Assurance, Inspection, Quality Control, Total Quality Management
Inspection, Quality Control, Quality Assurance, Total Quality Management
Options
Service to external customers never exceeds service to internal customers.
Service to internal customers depends on the extent of communication with internal suppliers.
Service to internal customers is the most important form of service.
Service to internal customers depends on the culture of an organisation.
Options
Formal provision agreements
Delivery agreements
Internal service agreements
Service level agreements
Options
The maximum response time to get the system operational should it fail.
The types of information that will be provided as standard .
The minimum up-time.
All of the above.