INTERNAL ASSESMENT-1

ANSWER KEY

Part-A
1.Define Quality as per Crosby?

* A Philip Crosby obtained the world organization

* he is the first quality manager of the perches mislle counsil

2. List down the contributions of Juran’s?

The three components of the Juran Trilogy are

i. Planning
ii. Control
iii. Improvement
3. Classify the control charts?

Control chart is defined as a display of data in the order that they occur with
statistically determined upper and lower limits of expected common cause variations.
It is used to indicate special causes of process variations to monitor a process for
maintenance and to determine if process changes have has the desired effect.
4. Define “Taguchi’s Quality Loss Function”(TQLF)?
The Taguchi quality loss function is a way to assess economic loss from a deviation
in quality without having to develop the unique function for each quality
characteristic. As a function of the traditionally used process capability index, it also
puts this unit less value into monetary units.
5. Define QFD?

Quality Function Deployment is a planning tool used to fulfil customer expectations. It is

a disciplined approach to product design, engineering, and production and provides in-
depth evaluation of a product.

PART-B
11.a) Explain the basic concepts of TQM?

Total Quality Management (TQM) is a management approach that aims to improve the
quality of a company's products and services. It's based on the idea that all employees,
from the lowest to the highest level, should work together to improve quality.

Basic concepts of TQM

 Customer focus
The customer is the primary focus of TQM, and their needs are the driving force behind the
organization.
 Employee involvement
All employees should be involved in improving processes and working towards common goals.
 Process-based
TQM focuses on creating and implementing processes that can be repeated for success.
 Continuous improvement
TQM is an ongoing process that aims to improve products, services, and processes.
 Data-driven
TQM uses quality data to make decisions, rather than guesswork.
 Communication
Open and transparent communication is important for creating a culture of quality.
 Proactive
TQM involves developing long-term strategies to achieve quality objectives.
TQM originated in manufacturing, but it can be applied to any organization. The Toyota
Production System (TPS) is often cited as an example of TQM.

11.b) What are the barriers of TQM Implementation?

Some barriers to Total Quality Management (TQM) implementation include:

 Organizational resistance to change: A culture that is resistant to new processes and methodologies
can impede TQM efforts.
 Lack of top management commitment: Top management needs to be committed to TQM for it to be
successful.
 Lack of employee involvement: Employees need to be involved in TQM efforts.
 Resource constraints: Limited financial resources, inadequate training programs, and a shortage of
skilled personnel can restrict the ability to implement TQM.
 Lack of knowledge: A lack of understanding and knowledge about TQM principles and practices can
lead to poor implementation strategies.
 Lack of communication: Lack of communication can be a barrier to TQM implementation.
 Poor planning: Poor planning can hinder the successful implementation of TQM.
 Inadequate human resources development and management: Inadequate human resources
development and management can be a barrier to TQM implementation.
 Lack of leadership for quality: Lack of leadership for quality can be a barrier to TQM implementation.
 Inadequate resources for TQM: Inadequate resources for TQM can be a barrier to TQM
implementation.
 Lack of customer focus: Lack of customer focus can be a barrier to TQM implementation.
12.a) Describe the various dimensions of quality and service?
 Quality and service can be measured along several dimensions, including:
 Reliability: How well a product or service performs over time
 Responsiveness: How quickly a service provider responds to a customer's needs
 Durability: How long a product will last and under what conditions
 Conformance: How closely a product meets its specifications
 Serviceability: How easy it is to repair a product
 Aesthetics: How a product looks
 Perceived quality: How customers think about a product
 Tangibility: The appearance of physical facilities, equipment, and communication materials
 Assurance: The knowledge and ability of employees to convey trust and confidence
 Empathy: The caring, individualized attention a service provider provides to customers

12.b) Describe the objective and benefits of QFD?

Quality Function Deployment (QFD) is a tool that helps companies translate customer
needs into product specifications. The goal of QFD is to ensure that customer needs are
met throughout the product development process.

Objective
 Meet customer needs: QFD helps companies ensure that their products meet customer needs and
expectations
 Prioritize needs: QFD helps companies prioritize customer needs based on their importance
 Improve communication: QFD promotes cross-functional teamwork and communication
Benefits
 Reduce costs: QFD can help companies reduce costs by identifying areas for improvement and focusing
resources on them
 Reduce startup problems: QFD can help companies reduce startup problems
 Improve efficiency: QFD can help companies improve efficiency by reducing time and costs associated
with product development
 Improve quality: QFD can help companies improve the quality of their products
 Improve productivity: QFD can help companies improve the productivity of their products

PART-C
13.a) Explain about QFD Process?
Quality Function Deployment (QFD) is a process that helps translate customer needs into
product specifications. It's a model for product development and production that can be
used throughout the product lifecycle.

How it works
1. 1. Gather customer feedback
Use Focus Group Discussions (FGDs), interviews, and other methods to collect customer needs and
expectations.
2. 2. Prioritize customer needs
Use the House of Quality matrix to determine which customer needs are most important.
3. 3. Translate needs into technical requirements
Use the House of Quality matrix to translate customer needs into design requirements.
4. 4. Develop product specifications
Use the technical requirements to develop product specifications and plans.
5. 5. Identify processes
Use the product specifications to identify the processes needed to build the product.
6. 6. Control quality
Use quality control processes to check the quality of the processes and product.
Benefits of QFD
 Helps ensure customer satisfaction
 Helps exceed customer expectations
 Helps plan and design quality into products and services
 Helps reduce product development time and cost
 Helps improve product quality
 Helps foster better communication and collaboration among team members

13.b) Describe the concepts of TPM. List out the steps for TPM Development?
Total Productive Maintenance (TPM) is a proactive management philosophy that aims to
improve equipment reliability and workplace efficiency. TPM involves the active participation
of all departments to maximize equipment effectiveness.

Concepts of TPM
 Quality Maintenance: Ensure machines produce products at the desired quality level
 Focused Improvement: Identify and eliminate losses in manufacturing processes
 Proactive Maintenance: Introduce proactive maintenance techniques to improve equipment reliability
 Overall Equipment Effectiveness (OEE): Track OEE to measure the effectiveness of TPM
implementation
 Performance Metrics: Define key performance indicators (KPIs) to measure the effectiveness of TPM
implementation
Steps for TPM Development
1. Identify a pilot area: Start with a small area or a single piece of equipment
2. Restore equipment: Bring equipment to its prime operating condition
3. Measure OEE: Track OEE to measure the effectiveness of TPM implementation
4. Address losses: Address or reduce major losses
5. Implement proactive maintenance: Introduce proactive maintenance techniques to improve equipment
reliability
Sustaining TPM success Engage leadership, Reward achievements, Involve employees,
and Continuously improve.