TQM-for all units 16 marks with hints.

UNIT-I 
16 MARKS 
1)What is quality cost?Explain the techniques used for Quality cost?
Quality Costs are defined as those costs associated with the nonachievement of product or service quality as defined by the requirements established by the organization and its contracts with customers and society.
• Preventive cost category
• Appraisal cost category
• Internal failure cost category
• External failure cost category  typical cost bases
• Labor
• Production
• Unit
• Sales
 2)Explain 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
 For a service industry, some elements of quality are:     - empathy     - trust; i.e. expertise, integrity, courtesy     - responsiveness     - tangible product attractiveness (curb appeal)     - reliability, on time, no interruptions
 Customer orientation to child care services, a marketing perspective
 Barriers that exist to a customer orientation
 How do we find out what customers want?
 Present Art Emlen findings on flexibility
3)Explain Deming Philosophy?
• Create and publish the aim and purpose of the organization
• Learn the new philosophy
• Understand the purpose of inspection
• Stop awarding business based on price along.
• Improve constantly and forever the system.
• Institute training.
• Teach an institute leadership.
• Dry out fear,create trust and create climate for innovation.
• Optimize the efforts of teams,groupson staff.
• Eliminate exhortations for the work force.
• Eliminate management by objective(MOB).
• Remove barriers that rob people of workmanship.
• Encourage education and self improvement for everyone.
• Take action to accomplish transformation.
4)Explain the barriers to 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
 5)Explain the concepts of Leadership? 
To be effective, a leader needs to know and understand the following:
• People, paradoxically, need security and independence at the same time.
• People are sensitive to external rewards and punishments and yet are also strongly self-motivated.
• People like to hear a kind word of praise.
• People can process only a few facts at a time; thus, a leader needs to keep things simple.
• People trust their gut reaction more than statistical data.
• People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions.
  UNIT –II
6.Explain  Juran trilogy for Continuous Process Improvement?
• Planning
• Control
• Improvement
 7)Explain the PDSA cycle?
The basic Plan-Do-Study-Act is an effective improvement technique.
♣ Plan carefully what is to be done
♣ Carry out the plan
♣ Study the results
♣ Act on the results by identifying what worked as planned and what didn’t.
8)Explain Kaizen principle?
Kaizen is a Japanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of continuous improvement in small increments that make the process more efficient, effective, under control and adaptable
 9)Explain how the employee will be involved in doing a process?
• Employee empowerment
• Customer retention
• Recognition and reward
• Performance appraisal
• motivation
UNIT-III
  10)Explain the QC or SPC tools?
• Pareto Diagram
• Process Flow Diagram
• Cause-and-Effect Diagram
• Check Sheets
• Histogram
• Control Charts
• Scatter Diagrams
11)Explain the Seven Management Tools?
• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram
• Matrix Diagram
• Prioritization Matrices
• Process Decision Program Chart
• Activity Network diagram
12)Plot the control chart for variables and attributes?
13)explain the concepts of Six Sigma?
Define - improvement opportunity with an emphasis on increasing customer satisfaction.
Measure - determine process capability (Cp/ Cpk) & dpmo (defects per million                                 opportunities).
Analyze - identify the vital few process input variables that affect key product output                                  variables (“Finding the knobs”).
Improve - Make changes to process settings, redesign processes, etc. to reduce the                               number of defects of key output variables.
Control - Implement process control plans, install real-time process monitoring tools,                             standardize processes to maintain levels
UNIT-IV
14)Explain the Bench marking Process and reasons to Benchmark?
Benchmarking is a systematic method by which organizations can measure themselves        against the best industry practices. The essence of benchmarking is the process of borrowing       ideas and adapting them to gain competitive advantage. It is a tool for continuous       improvement.
Steps to benchmark
g) Decide what to benchmark h) Understand current performance i) Plan j) Study others k) Learn from the data l) Use the findings
Types of benchmarkingi. Internal ii. Competitive  iii. Process
15)Explain the QFD process?
• Product planning
• Part development
• Process planning
• Production planning
16)Explain the House of Quality in Quality Function Deployment?
Parts of house of quality
• Customer requirements
• Prioritized customer requirements
• Technical descriptors
• Prioritized technical descriptors
• Relationship between requirements and descriptors
• Interrelationship between technical descriptors
How to build a house of quality
• List customer requirements
• List technical descriptors
• Develop a relationship matrix between WHATs and HOWs\
• Develop an interrelationship matrix between HOWs
• Competitive assessments
• Develop prioritized customer requirements
• Develop prioritized technical descriptors
 17)What is FMEA?Explain the stages of FMEA?
Failure Mode Effect Analysis is an analytical technique that combines the technology and          experience of people in identifying foreseeable failure modes of a product or process and          planning for its elimination.
Stages of FMEA
1. Specifying possibilities   a. Functions   b. Possible failure modes   c. Root causes   d. Effects   e. Detection/Prevention  2. Quantifying risk   a. Probability of cause   b. Severity of effect   c. Effectiveness of control to prevent cause   d. Risk priority number  3. Correcting high risk causes   a. Prioritizing work   b. Detailed action   c. Assigning action responsibility   d. Check points on completion  4. Revaluation of risk   a. Recalculation of risk priority number
UNIT-V
18)Explain the elements of ISO 9000:2000?
• Management responsibility
• The Quality system
• Contract review
• Design control
• Document and data control
• Purchasing
• Control of customer-supplied product
• Product identification and traceability
• Process control
• Inspection and testing
• Control of inspection, measuring and test equipment
• Inspection and test status
• Control of nonconforming product
• Corrective and preventive action
• Handling, storage, packaging, preservation and delivery
• Control of quality records
• Internal quality audits
• Training
• Servicing
• Statistical techniques
19)Explain the implementation and documentation of Quality System?
Implementation steps
• Top management commitment
• Appoint the management representative
• Awareness
• Appoint an implementation team
• Training
• Time schedule
• Select element owners
• Review the present system
• Write the document
• Install the new system.
• Internal audit
• Management review
• Preassessment
• Registration
20)Explain the requirements of ISO 14000? 
• General requirements
• Environmental policy
• Planning
• Implementation and operation
• Checking and corrective action
• Management review
 21)Explain the  Benefits of ISO 14000?
a. Global
• Facilitate trade and remove trade barriers
• improve environmental performance of planet earth
• Build consensus that there is a need for environment management and a common             terminology for EMS.
b. Organizational
• Assuring customers of a commitment to environmental management
• Meeting customer requirements
• Maintaining a good public / community relations image
• Satisfying investor criteria and improving access to capital
• Obtaining insurance at reasonable cost
• Increasing market share that results from a competitive advantage
• Reducing incidents that result in liability
• Improving defense posture in litigation
• Conserving input materials and energy
• Facilitating the attainment of permits and authorization
• Improving industry/government relations
22)Discuss about ISO 9000:2000 Quality Systems?
The term ISO 9000 refers to a set of quality management standards. ISO 9000                                      currently includes three quality standards: ISO 9000:2000, ISO 9001:2000, and ISO 9004:2000.  ISO 9001:2000 presents requirements, while ISO 9000:2000 and ISO 9004:2000 present guidelines. ISO's purpose is to facilitate international trade by providing a single set of         standards that people everywhere would recognize and respect. The ISO 9000 2000 Standards apply to all kinds of organizations in all kinds of areas. Some of these areas include manufacturing, processing, servicing, printing, forestry, electronics, steel, computing, legal services, financial services, accounting, trucking, banking, retailing, drilling, recycling, aerospace, construction, exploration, textiles,  pharmaceuticals, oil and gas, pulp and paper, petrochemicals, publishing, shipping, energy, telecommunications, plastics, metals, research, health care, hospitality, utilities, pest control, aviation, machine tools, food processing, agriculture, government, education, recreation, fabrication, sanitation, software development, consumer products, transportation, design, instrumentation, tourism, communications, biotechnology, chemicals, engineering, farming, entertainment, horticulture, consulting, insurance, and so on. ISO 9000 is important because of its orientation. While the content itself is useful andimportant, the content alone does not account for its widespread appeal.                     ISO 9000 is important because of its international orientation. Currently, ISO 9000 is supported by national standards bodies from more than 120 countries. This makes it the logical choice for any organization that does business internationally or that serves  customers who demand an international standard of quality.  ISO is also important because of its systemic orientation. We think this is crucial. Many people in this field wrongly emphasize motivational and attitudinal factors. The  mption is that quality can only be created if workers are motivated and have the right attitude. This is fine, but it doesn't go far enough. Unless you institutionalize the right attitude by supporting it with the right policies, procedures, records, technologies, resources, and structures, you will never achieve the standards of quality that other organizations seem to be able to achieve. Unless you establish a quality attitude by creating a quality system, you will never achieve a world-class standard of quality.
23)Why is ISO 9000 important?
1 .Focus on your customers ,Organizations rely on customers. Therefore:
• Organizations must understand customer needs.
• Organizations must meet customer requirements.
• Organizations must exceed customer expectations.
2 Provide leadership ,Organizations rely on leaders. Therefore:
• Leaders must establish a unity of purpose and set the direction the organization should take.
• Leaders must create an environment that encourages people to achieve the organization's objectives.
3 Involve  your  people ,Organizations rely on people. Therefore:
• Organizations must encourage the involvement of people at all levels.
• Organizations must help people to develop and use their abilities.
4 Use a process approach ,Organizations are more efficient and effective when they use a process approach. Therefore:
• Organizations must use a process approach to manage activities and related resources.
5 Take a systems approach ,Organizations are more efficient and effective when they use a systems approach. Therefore:
•Organizations must identify interrelatedprocesses and treat them as a system.
• Organizations must use a systems approach to manage their interrelated processes.
6 Encourage continual improvement ,Organizations are more efficient and effective when they continually try to improve. Therefore:
• Organizations must make a permanent commitment to continually improve their overall performance.
7 Get the facts before you decide mOrganizations perform better when their decisions are based on facts. Therefore:
• Organizations must base decisions on the analysis of factual information and data.
8 Work with your suppliers ,Organizations depend on their suppliers  to help them create value. Therefore:
>Organizations must maintain a mutually beneficial relationship with their suppliers.

TQM-2marks for all units wit answers

TOTAL QUALITY MANAGEMENT
UNIT-I INTRODUCTION
  1. Define Total Quality? 
TQM is an enhancement to the traditional way of doing business. It is the art of managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. It integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach.
2. Define Quality? 
Quality = Performance x Expectations
3. What are the Dimensions of Quality?
• Features
• Conformance
• Reliability
• Durability
• Service
• Response
• Aesthetics
• Reputation
4. Give the Basic Concepts of TQM?
• A committed and involved management to provide long-term top-to-bottom organizational support.
• An unwavering focuses on the customer, both internally and externally.
• Effective involvement and utilization of the entire work force.
• Continuous improvement of the business and production process.
• Treating suppliers as partners.
• Establish performance measures for the processes.
5. 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
 For a service industry, some elements of quality are:     - empathy     - trust; i.e. expertise, integrity, courtesy     - responsiveness     - tangible product attractiveness (curb appeal)     - reliability, on time, no interruptions
• Customer orientation to child care services, a marketing perspective
• Barriers that exist to a customer orientation
6. Give the Obstacles 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.
7. Give the Analysis Techniques for Quality Costs?
i. Trend Analysis  ii. Pareto Analysis
8. Define Quality Costs?
Quality Costs are defined as those costs associated with the nonachievement of product or service quality as defined by the requirements established by the organization and its contracts with customers and society.
9. Give the primary categories of Quality cost?
• Preventive cost category
• Appraisal cost category
• Internal failure cost category
• External failure cost category
10. Give the typical cost bases?
• Labor
• Production
• Unit
• Sales
11. How will you determine the optimum cost?
• Make comparison with other organizations
• Optimize the individual categories
• Analyze the relationships among the cost categories
12. State the Quality Improvement Strategy?
• Reduce failure costs by problem solving
• Invest in the “right” prevention activities
• Reduce appraisal costs where appropriate and in a statistically sound manner
• Continuously evaluate and redirect the prevention effort to gain further quality improvement.
13. Define Quality Planning?
A quality plan sets out the desired product qualities and how these are assessed and define the most significant quality attributes. It should define the quality assessment process. It should set out which organizational standards should be applied and, if necessary, define new standards.
14. Give the Objectives of TQM?
To develop a conceptual understanding of the basic principles and methods  associated  with TQM;
• To develop an understanding of how these principles and methods have been put into effect in a variety of organizations;
• To develop an understanding of the relationship between TQM principles and the        theories and models studied in traditional management;
• To do the right things, right the first time, every time.
15. What is needed for a leader to be effective? 
To be effective, a leader needs to know and understand the following:
• People, paradoxically, need security and independence at the same time.
• People are sensitive to external rewards and punishments and yet are also strongly self-motivated.
• People like to hear a kind word of praise.
• People can process only a few facts at a time; thus, a leader needs to keep things simple.
• People trust their gut reaction more than statistical data.
• People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions.
16. What is the important role of senior management?
♣ Listening to internal and external customers and suppliers through visits, focus groups and surveys.
♣ Communication.
♣ To drive fear out of the organization, break down barriers, remove system roadblocks, anticipate and minimize resistance to change and in general, change the culture.
17. What are the general duties of a quality council?
(i)Develop, with input from all personnel, the core values, vision statement,  mission statement, and quality policy statement.    (ii)Develop the strategic long-term plan with goals and the annual quality  improvement program with objectives.    (iii)Create the total education and training plan.    (iv)Determine and continually monitor the cost of poor quality.    (v)Determine the performance measures for the organization, approve those for the  functional areas, and monitor them.    (vi)Continually, determine those projects that improve the processes, particularly those that affect external and internal customer satisfaction.(vii)Establish multifunctional project and departmental or work group teams and monitor their progress. (viii)Establish or revise the recognition and reward system to account for the new way of doing business.
18. What does a typical meeting agenda contain after establishing the TQM?
♣ Progress report on teams
♣ Customer satisfaction report
♣ Progress on meeting goals
♣ New project teams
♣ Recognition dinner
♣ Benchmarking report
19. What are the various quality statements?
o Vision Statement
o Mission Statement
o Quality Policy Statement
20. Give the basic steps to strategic quality planning?
• Customer needs
• Customer positioning
• Predict the future
Gap analysis
• Closing the gap
• Alignment
• Implementation
21. What is a quality policy?
The Quality Policy is a guide for everyone in the organization as to how they should provide products and service to the customers. The common characteristics are
• Quality is first among equals.
• Meet the needs of the internal and external customers.
• Equal or exceed the competition.
• Continually improve the quality.
• Include business and production practices.
• Utilize the entire work force.
                                                                    UNIT –II
                                                            TQM PRINCIPLES
22. What is a mission statement?
The mission statement answers the following questions: who we are, who are the customers, what we do, and how we do it.
23. What is a vision statement?
The vision statement is a declaration of what an organization should look like five to ten years in a future.
24. What are the important factors that influenced purchases?
• Performance
• Features
• Service
• Warranty
• Price
• Reputation
 25. Give the need for a feedback in an organization?
 Discover customer dissatisfaction
 Discover relative priorities of quality.
 Compare performance with the competition.
 Identify customer’s needs.
 Determine opportunities for improvement.
26. List the tools used for feedback?
• Comment cards
• Surveys
• Focus groups
• Toll-free telephone lines
• Customer visits
• Report cards
• The internet
• Employee feedback
• American Customer Satisfaction Index
27. What are the activities to be done using customer complaints?
 Investigate customer’s experience both positive and negative, and then acting on it promptly.
 Develop procedures for complaint resolution .
 Analyze complaints.
 Work to identify process and material variations and then eliminate the root cause.
 a survey response is received, a senior manager should contact the customer and strive to resolve the concern.
 Establish customer satisfaction measures and constantly monitor them.
 Communicate complaint information, as well as the results of all investigations and solutions, to all people in the organization.
 Provide a monthly complain report to the quality council .
 Identify customer’s expectations beforehand rather than afterward through complaint analysis.
28. What are the elements of customer service?
• Organization
• Customer care
• Communication
• Front-line people
• Leadership
29. Define Customer Retention?
Customer retention represents the activities that produce the necessary    customer satisfaction that creates customer loyalty, which actually improves the        bottom line. It is the nexus between the customer satisfaction and the bottom line.
30. Define Employee Involvement?
Employee involvement is a means to better meet the organization’s goal  for quality and productivity at all levels of an organization.
31. State Maslow’s Hierarchy of Needs?
o Survival of Security
o Social
o Esteem
o Self-actualization
32. State Frederick Herzberg’s Two-factor theory?
Herzberg found that people were motivated by recognition, responsibility, achievement and the work itself.
33. What does an employee want?
• Interesting work
• Appreciation
• Involvement
• Job security
• Good pay
• Promotion/growth
• Good working conditions
• Loyalty to employees
• Help with personal problems
• Tactful discipline
34. What are the concepts to achieve a motivated work force?
a. Know thyself b. Know your employees c. Establish a positive attitude d. Share the goals e. Monitor progress f. Develop interesting work g. Communicate effectively h. Celebrate success
35. Define Empowerment?
Empowerment means invest people with authority. Its purpose is to tap the  enormous reservoir of creativity and potential contribution that lies within every worker at all levels. Empowerment is an environment in which people have the ability, the  confidence, and the commitment to take the responsibility and ownership to improve  the process and to initiate the necessary steps to satisfy customer requirements within well-defined boundaries in order to achieve organizational values an goals.
36. What are the three conditions necessary to create the empowered environment?
• Everyone must understand the need for change.
• The system needs to change for the new paradigm
• The organization must enable its employees.
37. What are the types of teams?
• Process improvement team
• Cross-functional team
• Natural work teams
• Self-directed/self-managed work teams
38. What are the characteristics of successful teams?
• Sponsor
• Team charter
• Team composition
• Training
• Ground rules
• Clear objectives
• Accountability
• Well-defined decision procedures
• Resources
• Trust
• Effective problem solving
• Open communications
• Appropriate leadership
• Balanced participation
• Cohesiveness
39. What are the decision-making methods?
• Nondecision
• Unilateral decision
• Handclasp decision
• Minority-rule decision
• Majority-rule decision
• Consensus
40. What are the stages of team development?
• Forming
• Storming
• Norming
• Performing
• Adjourning
41. Give some common team problems?
• Floundering
• Overbearing participants
• Dominating participants
• Reluctant participants
• Unquestioned acceptance of opinions as facts
• Rush to accomplish
• Attribution
• Discounts and “plops”
• Wanderlust : digression and tangents
• Feuding team members
42. What are the common barriers to team progress?
• Insufficient training
• Incompatible rewards and compensation
• First-line supervisor resistance
• Lack of planning
• Lack of management support
• Access to information systems
• Lack of union support
43. Give the steps involved in training process?
1st. Make everyone aware of what the training is all about. 2nd. Get acceptance. 3rd. Adapt the program. 4th. Adapt to what has been agreed upon.
44. Define Recognition and Reward?
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or team has made to the success of the organization.   Reward is something tangible to promote desirable behavior. Recognition and reward go together to form a system for letting people know they are valuable  members of the organization.
45. What are the types of appraisal formats?
• Ranking • Narrative • Graphic • Forced choice
46. What are the benefits of employee involvement?
Employee Involvement improves quality and increases productivity because
• Employees make better decisions
• Employees are more likely to implement and support decisions they had a part inmaking.
• Employees are better able to spot and pinpoint areas for improvement.
• Employees are better able to take immediate corrective action.
• Employee involvement reduces labor/management hassle by more effective     communications and cooperation.
• Employee involvement increases morale by creating a feeling of belonging to the organization.
• Employees are better able to accept change because they control the work environment.
• Employees have an increased commitment to unit goals because they are involved.
47. What are the basic ways for a continuous process improvement?
• Reduce resources
• Reduce errors
• Meet or exceed expectations of downstream customers
• Make the process safer
• Make the process more satisfying to the person doing it.
48. What are the three components of the Juran Trilogy?
• Planning
• Control
• Improvement
49. What are the steps in the PDSA cycle?
The basic Plan-Do-Study-Act is an effective improvement technique.
♣ Plan carefully what is to be done
♣ Carry out the plan
♣ Study the results
♣ Act on the results by identifying what worked as planned and what didn’t.
50. What are the phases of a Continuous Process Improvement Cycle?
a) Identify the opportunity b) Analyze the process c) Develop the optimal solutions d) Implement e) Study the results f) Standardize the solution g) Plan for the future
51. Define 5S?
5S Philosophy focuses on effective work place organization and standardized work procedures. 5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiency and safety.
Sort – (Seiri) the first S focuses on eliminating unnecessary items from the workplace.
Set In Order-(Seiton) is the second of the 5Ss and focuses on efficient and effective         storage methods.
Shine:-(Seiso) Once you have eliminated the clutter and junk that has been clogging       your work areas and identified and located the necessary items, the next step is to thoroughly clean the work area.
Standardize:- (Seiketsu) Once the first three 5S’s have been implemented, you should concentrate on standardizing best practice in your work area.
Sustain:- (Shitsuke) This is by far the most difficult S to implement and achieve.       Once fully implemented, the 5S process can increase morale, create positive   impressions on customers, and increase efficiency and organization.
52. What is a Kaizen?
Kaizen is a Japanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of continuous improvement in small increments that make the process more efficient, effective, under control and adaptable.
32. What are the three key elements to a partnering relationship?
♣ Long-term commitment
♣ Trust
♣ Shared vision
33. What are the three types of sourcing?
• Sole sourcing
• Multiple sourcing
• Single sourcing
34. What are the ten conditions for the selection and evaluation of suppliers?
I. The supplier understands and appreciates the management philosophy of the organization. II. The supplier has a stable management system. III. The supplier maintains high technical standards and has the capability of dealing with future technological innovations. IV. The supplier can supply precisely those raw materials and parts required by the purchaser, and those supplied meet the quality specifications. V. The supplier has the capability to produce the amount of production needed or can attain that capability. VI. There is no danger of the supplier breaching corporate secrets. VII. The price is right and the delivery dates can be met. In addition, the supplier is easily accessible in terms of transportation and communication. VIII. The supplier is sincere in implementing the contract provisions. IX. The supplier has an effective quality system and improvement program such as ISO/QS 9000. X. The supplier has a track record of customer satisfaction and organization credibility.
62. What are the four phases of inspection?
i. 100% inspection ii. Sampling iii. Audit iv. Identity check
63. What are the objectives of Performance measures?
i. Establish baseline measures and reveal trends. ii. Determine which processes need to be improved. iii. Indicate process gains and losses. iv. Compare goals with actual performance. v. Provide information for individual and team evaluation. vi. Provide information to make informed decisions. vii. Determine the overall performance of the organization.
64. What are the characteristics used to measure the performance of a particular process?
i. Quantity ii. Cost iii. Time iv. Accuracyv. Function vi. Service vii. Aesthetics
65. Give the six basic techniques for presenting performance measures?
a) Time series graph b) Control chart c) Capability indexd) Taguchi’s Loss Function e) Cost of poor quality f) Malcolm Baldrige National Quality Award
66. Give the usage of an effective recognition and reward system?
• Serves as a continual reminder that the organization regards quality and productivity as important.
• Offers the organization a visible technique to thank high achievers for outstanding performance.
• Provides employees a specific goal to work toward. It motivates them to improve the process.
• Boosts morale in the work environment by creating a healthy sense of competition among individuals and teams seeking recognition.
67. How will you improve the performance appraisal system?
o Use rating scales that have few rating categories.
o Require work team or group evaluations that are at least equal in emphasis to individual-focused evaluations.
o Require more frequent performance reviews where such reviews will have a dominant emphasis on future planning.
o Promotion decisions should be made by an independent administrative process that draws on current-job information and potential for the new job.
o Include indexes of external customer satisfaction in the appraisal process.
o Use peer and subordinate feedback as an index of internal customer satisfaction.
o Include evaluation for process improvement in addition to results.
68. What are the typical measurements frequently asked by managers and teams?
 Human Resource
 Customers
 Production
 Research & DevelopmentSuppliers
 Marketing/Sales
 Administration
69. What are the criteria to evaluate the performance measures?
 Simple
 Few in number
 Developed by users
 Relevance to customer
 Improvement  Cost  Visible  Timely  Aligned
UNIT-III
 STATISTICS PROCESS CONTROL
70. Define Statistics?
Statistics is defined as the science that deals with the collection, tabulation, analysis,           interpretation, and presentation of quantitative data.
71. What is a measure of central tendency?
A measure of central tendency of a distribution is a numerical value that describes the           central position of the data or how the data tend to build up in the center. There are three          measures in common in use in quality viz, the average, the median and the mode.
72. What is Measures of dispersion?
Measures of dispersion describe how the data are spread out or scattered on each side  of the central value. The measures of dispersion used are range and standard deviation.
73. What is a normal curve?
The normal curve is a symmetrical, unimodal, bell-shaped distribution with the mean,          median and mode having the same value.
74. What is the use of the control chart?
The control chart is used to keep a continuing record of a particular quality          characteristic. It is a picture of process over time.
75. Give the objectives of the attribute charts?
• Determine the average quality level.
• Bring to the attention of management any changes in the average.
• Improve the product quality.
• Evaluate the quality performance of operating and management personnel.
• Determine acceptance criteria of a product before shipment to the customer.
76. Define Six Sigma Problem Solving Method?
Define-- improvement opportunity with an emphasis on increasing customer satisfaction.
Measure - determine process capability (Cp/ Cpk) & dpmo (defects per million                                opportunities).
Analyze- identify the vital few process input variables that affect key product output                                 variables (“Finding the knobs”).
Improve - Make changes to process settings, redesign processes, etc. to reduce the number                                             of defects of key output variables.
Control - Implement process control plans, install real-time process monitoring tools,                                 standardize processes to maintain levels.
77. What are the new seven management tools?
i. Affinity Diagram ii. Interrelationship Digraph iii. Tree Diagram iv. Matrix Diagram v. Prioritization Matrices vi. Process Decision Program Chart vii. Activity Network diagram
78. Give the seven tools of quality?
• Pareto Diagram
• Process Flow Diagram
• Cause-and-Effect Diagram
• Check Sheets
• Histogram
• Control Charts
• Scatter Diagrams
79.Give the usage of C&E diagrams?
• Analyze actual conditions for the purpose of product or service quality improvement, more efficient use of resources, and reduced costs.
• Eliminate conditions causing nonconformities and customer complaints.
• Standardize existing and proposed operations.
• Educate and train personnel in decision-making and corrective-action activities.
80. Define Six Sigma?
Six-Sigma is a business process that allows organizations to drastically improve their         bottom line by designing and monitoring every day business activities in ways that minimize        waste and resources while increasing customer satisfaction. It is achieved through continuous        process measurement, analysis & improvement.
81. What are the various histogram shapes?
 Symmetrical
 Skewed right
 Skewed left
 Peaked
 Flat
 Bimodal
 Plateau distribution
 Comb distribution
 Double peaked distribution
82. Differentiate Population & Sample?
Population represents the mathematical world and Sample represents the real world. A         population frequency distribution is represented by a smooth curve whereas a sample         frequency distribution is represented by a histogram.
83. Give the sources of variation?
 Equipment
 Material
 Environment
 Operator
84. Define Run chart?
A run chart is a very simple technique for analyzing the process in the development stage         or, for that matter, when other charting techniques are not applicable.
85. Define Control chart?
Control chart is a means of visualizing the variations that occur in the central tendency  and the dispersion of a set of observations. It is a graphical record of the quality of a   particular characteristic.
86. What are the various patterns of scatter diagrams?
 Positive correlation
 Negative correlation
 No correlation
 Negative correlation may exist
 Correlation by stratification
 Curvilinear relationship
87. What is the procedure for constructing the tree diagram?
 Choose an action –oriented objective statement from the interrelationship diagram, affinity diagram, brainstorming, team mission statement, and so forth.
 Using brainstorming, choose the major headings.
 Generate the next level by analyzing the major headings.
88. Give atleast five standard formats of matrix diagram?
 L-shaped
 T-shaped
 Y-shaped
 C-shaped
 X-shaped
89. What are the benefits of an activity network diagram?
 A realistic timetable determined by the users.
 Team members understand the role in the overall plan.
 Bottlenecks can be discovered and corrective action taken.
 Members focus on the critical tasks.
UNIT-IV
 TQM TOOLS
  90. Define Benchmarking?
Benchmarking is a systematic method by which organizations can measure themselves         against the best industry practices. The essence of benchmarking is the process of borrowing         ideas and adapting them to gain competitive advantage. It is a tool for continuous         improvement.
91. Enumerate the steps to benchmark?
a) Decide what to benchmark b) Understand current performance c) Plan d) Study others e) Learn from the data f) Use the findings
92. What are the types of benchmarking?
i. Internal ii. Competitive  iii. Process
93. What is a QFD?
Quality Function Deployment is a planning tool used to fulfill customer expectations. It is          a disciplined approach to product design, engineering, and production and provides in-depth          evaluation of a product.
94. What are the benefits of QFD?
i. Customer driven ii. Reduces implementation time iii. Promotes teamwork iv. Provides documentation
 95. What are the steps required to construct an affinity diagram?
i. Phrase the objective ii. Record all responses iii. Group the responses iv. Organize groups in an affinity diagram
96. What are the parts of house of quality?
i. Customer requirements ii. Prioritized customer requirements iii. Technical descriptors iv. Prioritized technical descriptors v. Relationship between requirements and descriptors vi. Interrelationship between technical descriptors
97. How will you build a house of quality?
a) List customer requirements b) List technical descriptors c) Develop a relationship matrix between WHATs and HOWs\ d) Develop an interrelationship matrix between HOWs e) Competitive assessments f) Develop prioritized customer requirements g) Develop prioritized technical descriptors
98. Define FMEA?
Failure Mode Effect Analysis is an analytical technique that combines the technology and         experience of people in identifying foreseeable failure modes of a product or process and         planning for its elimination.
99. What are the stages of FMEA?
1. Specifying possibilities   a. Functions   b. Possible failure modes   c. Root causes   d. Effects   e. Detection/Prevention  2. Quantifying risk   a. Probability of cause   b. Severity of effect   c. Effectiveness of control to prevent caused. Risk priority number  3. Correcting high risk causes   a. Prioritizing work   b. Detailed action   c. Assigning action responsibility   d. Check points on completion  4. Revaluation of risk   a. Recalculation of risk priority number
100. What are the goals of TPM?
The overall goals of Total Productive Maintenance, which is an extension of TQM are i. Maintaining and improving equipment capacity ii. Maintaining equipment for life iii. Using support from all areas of the operation iv. Encouraging input from all employees v. Using teams for continuous improvement
101. Give the seven basic steps to get an organization started toward TPM?
a) Management learns the new philosophy b) Management promotes the new philosophy c) Training is funded and developed for everyone in the organization d) Areas of needed improvement are identified e) Performance goals are formulated f) An implementation plan is developed g) Autonomous work groups are established
102. What are the major loss areas?
i. Planned downtime ii. Unplanned downtime iii. Idling and minor stoppages iv. Slow-downs v. Process nonconformities vi. Scrap
103. What are the generic steps for the development and execution of action plans in benchmarking?
 Specify tasks.
 Sequence tasks.
 Determine resource needs.
 Establish task schedule.
 Assign responsibility for each task.
 Describe expected results.
 Specify methods for monitoring results.
104. What are the phases of QFD process?
i. Product planning ii. Part development iii. Process planning iv. Production planning
105. What are the several types of FMEA?
 Design FMEA
 Process FMEA
 Equipment FMEA
 Maintenance FMEA
 Concept FMEA
 Service FMEA
 System FMEA
 Environment FMEA etc.
106. Define TPM?
T : Total = All encompassing by maintenance and production individuals working together.  P : Productive = Production of goods and services that meet or exceed customer’s expectations.  M : Maintenance = Keeping equipment and plant in as good as or better than te original condition at all times.
UNIT-V
 QUALITY SYSTEMS

 107. Give the ISO 9000 Series of Standards?
• ISO 9000, “Quality Management and Quality Assurance Standards Guidelines for      Selection and Use”.
• ISO 9001, “Quality Systems – Model for Quality Assurance in Design, Development, Production, Installation & Servicing”.
• ISO 9002, “Quality Systems – “Model for Quality Assurance in Production, Installation & Servicing”.
• ISO 9003, “Quality Systems – “Model for Quality Assurance in Final Inspection and Test”.
• ISO 9004-1, “Quality Management and Quality System Elements – Guidelines”.
108. What is the need for ISO 9000?
ISO 9000 is needed to unify the quality terms and definitions used by           industrialized nations and use terms to demonstrate a supplier’s capability of controlling its           processes.
109. Give some other quality systems?
i. QS-9000  ii. TE-9000  iii. AS9000
110. Give the objectives of the internal audit?
a) Determine the actual performance conforms to the documented quality systems. b) Initiate corrective action activities in response to deficiencies. c) Follow up on noncompliance items of previous audits. d) Provide continued improvement in the system through feedback to management.e) Cause the auditee to think about the process, thereby creating possible improvements.
111. What are the requirements of ISO 14001?
i. General requirements ii. Environmental policy iii. Planning iv. Implementation and operation v. Checking and corrective action vi. Management review
112.What are the benefits of ISO 14000?
a. Global
 Facilitate trade and remove trade barriers
 Improve environmental performance of planet earth
 Build consensus that there is a need for environment management and a common   terminology for EMS.
b. Organizational
• Assuring customers of a commitment to environmental management
• Meeting customer requirements
• Maintaining a good public / community relations image
• Satisfying investor criteria and improving access to capital
• Obtaining insurance at reasonable cost
• Increasing market share that results from a competitive advantage
• Reducing incidents that result in liability
• Improving defense posture in litigation
• Conserving input materials and energy
• Facilitating the attainment of permits and authorization
• Improving industry/government relations
113. What are the four elements for the checking & corrective action of ISO 14001?
a) Monitoring and measuring b) Nonconformance and corrective and preventative action c) Records d) EMS audit
114. What are the seven elements for the implementation & operations of ISO 14001?
a) Structure and responsibility b) Training, awareness and competency c) Communication d) EMS documentation e) Documentation control f) Operational control g) Emergency preparedness and response
115. What are the four elements for the planning of ISO 14001?
a) Environmental aspects b) Legal and other requirementsc) Objectives and targets d) Environmental Management Programs
116. Give the types of Organizational Evaluation Standards?
• Environmental Management System
• Environmental Auditing
• Environmental Performance Evaluation
117. Give the types of Product Evaluation Standards?
• Environmental Aspects in Product Standards
• Environmental Labeling
• Life-Cycle Assessment
118. Define Quality Audits?
Quality Audits examine the elements of a quality management system in order to evaluate how well these elements comply with quality system requirements.
105. Analyze TQM?
Total= Made up of the whole.
Quality =  Degree of excellence a product or service provides.
Management  =  Act, art or manner of handling, controlling, directing etc.
119. What are the benefits of ISO?
 Fewer on-site audit by customers.
 Increased market share.
 Improved quality, both internally and externally.
 Improve product and service quality levels from suppliers.
 Greater awareness of quality by employees.
 A documented formal systems.
 Reduced operating costs.
120. Give the ISO 9001 requirements?
 Scope
 Normative Reference
 Terms and Definitions
 Quality Management System
 Management Responsibility
 Resource Management
 Product Realization
 Measurement, Analysis & Improvement
121. What are the methods of actual audit?
i. Examination of documents ii. Observation of activities iii. Interviews

TQM-unit 5

PART A( 2 marks)
1. What is ISO?
2. What is the function of ISO 9000?
3. What is Indian Standard quality system?
4. Give the importance of documentation in ISO.
5. Write any 4 steps in implementation of quality system.
6. Define quality audit.
7. What are the objectives of quality audit?
8. What are the benefits of ISO 14000 series of standards?
9. List out the stages of an audit.
10.What do you mean by Environmental Policy?
PART B
1. Explain the steps to be followed in implementing quality system ISO 9001:2000(16)
2. What are the requirements of ISO 14000? Explain them briefly. (16)
3. Define quality system and explain the evaluation of ISO 9000. (16)
4. Explain ISO 14000 with an Industrial application. (16)
5. Explain the steps followed to get ISO 9000 certification for an educational institute. (16)
6. What are the elements of ISO 9000:2000 quality system? (16)
7. Explain in detail about the quality auditing with its different types. (16)
8. Discuss in briefly about the documentation of quality system. (16)

TQM- unit 4

Part-A
1. Define Benchmarking.
2. What do you understand by QFD?
3. Why TPM is required? Give its types of maintenance.
4. What do you mean by FMEA? Give its types.
5. What is Taguchi’s Loss Function concept?
6. List out the various steps involved in a benchmarking process.
7. What do you mean by HOQ?
8. What are the 4 stages of FMEA?
9. Define reliability.
10. What are the responsibilities of a FMEA team.
PART B
1. Explain QFD with a suitable example. What are its advantages and Limitations.(16)
2. Write short notes on:
(a) Taguchi’s Quality Loss Function (8)
(b) FMEA (8)
3. Write short notes on
(a) Benchmarking (8)
(b) TPM (8)
4. Explain HOQ with the various steps involved to build it. (16)
5. Explain the types of benchmarking and its benefits and pitfalls. (16)
6. Discuss in detail about the FMEA team and FMEA documentation. (16)

TQM-unit3

1. What do you understand by SPC?
2. List out seven basic management tools of TQM.
3. Define the term process capability.
4. Differentiate between defects and defectives.
5. What is six-sigma?
6. What is a process flow diagram?
7. List out the new seven management tools.
8. Define mean and mode.
9. What is a control chart? What are its uses?
10. 10.What is an Affinity diagram?
Part B (16 marks)
1. Explain the detail about the 7 SPC tools of quality. (16)
2. Explain the term “process capability”. (16)
3. Discuss in detail about the concept of Six-Sigma. (16)
4. List out the new 7 management tools and explain each one. (16)
5. Discuss briefly the various tools of statistical fundamentals. (16)

TQM-unit 2

Part-A (2 marks)
1. Define customer satisfaction.
2. How the customer complaints are collected?
3. Define service quality.
4. Name some customer perception on quality.
5. What is employee motivation?
6. Define Kaizen.
7. List out the 5’S of Japanese methodology with its purpose.
8. Define partnering.
9. Define Empowerment.
10.What do you understand by performance appraisal? What
is the use of it?
PART B
1. Explain Juran’s ‘Quality Trilogy’ in detail. (16)
2. Explain the following with their advantages and limitations. (16)
i. Kaizen
ii. PDSA Cycle
iii. Performance appraisal
3. Explain the various dimensions involved in quality. (16)
4. Discuss briefly about the various methods used to employee involvement. (16)
5. Explain in detail about the supplier partnership. (16)
6. What is the basic concept of performance measures? (16)
7. Explain the strategy for implementing performance measures and techniques. (16)

Total Quality Management- Unit-1

UNIT 1 INTRODUCTION
PART A( 2 marks)
1 Define quality.
2 Mention any four principles of TQM
3 Define Quality cost.
4 Define strategic planning.
5 What are the steps involved in strategic planning?
6 What are the types of quality statement?
7 Name any two popular awards for quality.
8 What is Quality Council?
9 What do you mean by total cost of quality??
10.Define TQM.
PART B
1 Explain the fourteen steps of Deming’s philosophy for improving quality,
productivity and competitiveness. (16)
2 What are the customer perceptions of quality? Explain. Explain the service quality
with its characteristics and expectations. (16)
3 Explain quality costs. What are the barriers for implementing TQM in
an industry? Explain. (16)
4 Explain the role of senior management. (16)
5 Explain in detail about the process of strategic planning. (16)
6 Discuss in detail about the quality statement. (16)