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.
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.
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