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Ans 1 (a)
Total Quality Management (TQM) is a philosophy aimed at improving business as a whole.
Some of the benefits lie in the continuous improvement of processes and products, and enhanced
efficiency of people and machines leading to improved quality.The application of Total Quality
Management helps in streamlining processes, and ensures a proactive work system ready to
counter deviations from the ideal state. What are some of the major benefits of Total Quality
Management? The major thrust of Total Quality Management (TQM) is to achieve productivity
and process efficiency by identifying and eliminating problems in work processes and systems.
TQM addresses key problem areas such as mistakes in work processes, redundant processes,
unnecessary tasks, and duplicate efforts. TQM interventions also help with predicting and preempting such mistakes and unproductive activities.
1(b)
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.
1(c)
Effective leadership starts with the chief executive and his top teams
vision,capitalizing on market or service opportunities,continues through a
strategy that will give the organization competitive or other advantage, and
leads to business or service success. It goes on to embrace all the beliefs
and values held, the decisions taken and the plans made by anyone
anywhere in the organization, and the focusing of them into effective, valueadding action.
1(d)
Although quality and quality management does not have a formal definition,
most agree that it is an integration of all functions of a business to achieve
high quality of products through continuous improvement efforts of all
employees. Quality revolves around the concept of meeting or exceeding
Q.2 (a)
(6.5)
Ans 2(a)
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 everybodys 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
Q.2 (b) What are the duties of quality council?
(6)
A Quality council is a team formed in the organization with an objective of building quality into
the culture of the organization. A quality council is established to provide overall direction for
quality in the organization. Quality council is considered the driving force behind the total
quality management in a organization.
The quality council is constituted with all the senior managers in the organization. All relevant
managers from various levels of the organization are also included.
They come from all the functional areas of the organization. If there are employee unions in the
organization, then suitable representation must be given to those unions also.
The objectives of the quality council are:
1. To raise the quality consciousness in the organization through seminars, study tours and
using other forms of promotion.
2. To ensure effective functioning of the organization on the quality statement and plan.
3. To encourage basic and applied research and development in the field of quality and
dissemination of its results to the organization.
The duties of Quality Council are as follows:
1. To make the Annual Business improvement plan
2. To cascade the Quality goals of the management.
3. To form teams of interested managers to lead the efforts.
4. To train people in Quality tools.
5. To sponsor improvement projects.
6. To recognize the improvements done by suppliers and employees
7. To assess the status of TQM implementation by diagnostic audit.
Total Quality Management (TQM) emphasizes the continuous improvement of product and
processes to ensure long term customer satisfaction. Its a problem solving focus encourages
employees empowerment by using the job related ingenuity & expertise of the workforce. Cross
functional teams develop solutions to complex problems often shortening the time taken to
design, develop or produce product and services. Since a team may not include a representative
of management, therefore the dividing line between labor and management often becomes
blurred. In practice as workers themselves begin to solve organizational problems thus adaptation
of TQM generally requires cultural change within the organization as management reexamines
its past methods and practices in the light of demands of the new philosophy.Father of TQM W.
Edwards Deming had his way, appraisal system that tie individual performance to salary
adjustments would be eliminated. In his view, such system hinders team work, create fear &
mistrust and discourage risk taking behavior, thereby stifling innovation. Deming argues, most
appraisal system are based on the faulty assumption that individuals have significant control over
their own performance, i.e. the most individuals can improve if they chose to do so by putting
forth the necessary effort.
In the basis of his arguments everything done in an organization is done within the frame work of
one or more systems. The systems provide limit on the activities of machines, processes,
employees and even managers. In a well designed system, it is impossible to do a job improperly.
Conversely, a poor system can thwart the best effort of the best employee. If the system itself
prevents good work, performance appraisal cannot serve its intended purpose of differentiating
among individuals for purposes of salary adjustment. Further, since employees have little
opportunity to change those systems, they may become frustrated and demoralized.
Organization need not sacrifice their performance appraisal programs on the altar of TQM. Here
are three suggestions for harmonizing the two processes.
1. Let customer expectations generate individual or team performance expectations.
2. Include result expectations that identify actions to meet or exceed those expectations.
3. Include behavioral skills that make a real difference in achieving quality performance and
total customer satisfaction.
Q. 4 (a) Explain the seven step plan to establish the TPM in an organization in
detail.
(6.5)
Ans 4 (a) TPM is a partnership between the maintenance and production organization to improve
product quality, reduce waste, reduce cost, increase equipment availability and improve
maintenance state.
o
o
TYPES OF MAINTENANCE
Corrective (or) breakdown maintenance
Preventive maintenance
It is carried out before the failure arises (or) prior to the equipment actually
breakdowns. E.g. Overhauling & Periodic upkeep.
Predictive maintenance
OBJECTIVES OF TPM
Achieve Autonomous
Plan Maintenance
To Zero Breakdowns
(6)
Strategic planning of any company starts with the visioning exercise.In this
exercise, top management deliberates about the companys future direction and arrives
at thevision statement (and sometimes a mission statement also).This vision
statement serves the purpose of telling every one where the company is
determined to goand carry out its work.For example, Motorola vision clearly
states that it intends to be the most trusted integrator of complex
communication and information systems which means that the company emphasizes
onthree things.
1.winning the trust of the customers
2.role as an integrator rather than a supplier
3.stay as a company known for the competence in technically
complex areas.
Once the mission/vision statements are declared, the SWOT analysis is
carried out with theexecutives from different functions to know the feasibility
of adopting certain strategies. Inputs aretaken from different agencies at this
point of time as follows.
1.Market segmentation and changes in the segments
2.Competitor activity
3 . Global economic indicators
4.Supplier capacity and abilities
5.Human resources
6.Legal scenarios
In the second stage, the goals or strategic objectives are arrived at and
released with a time plan or calendar.They could be as follows:
1 . E n t r y i n t o s m a l l c a r m a r ke t i n 2 0 1 0 .
2 . B e c o m e a m a r k e t l e a d e r i n Af r i c a b y 2 0 1 2 .
3.be the leader in India by 2013
The strategic objectives need to be cascaded to every function and even to dealers and
suppliers.This III stage is enabled by adopting techniques like Policy Deployment or
MBO. Some companiesrecently have started Balance score Card.In the IV stage
the management needs to review the progress of action plans and modify the plansdue
to certain changes happening in the environment.
Q.5 (b) Discuss the need, construction and applications of control charts for
variables.
(6)
Ans 5 (b)
The need of control charts:
From days of the early industrial revolution till 1920s the only way to control
Similarly the range values in each sub group are plotted as a range chart.
The centre line of the chart being R bar (mean of ranges). The contol limit for
ranges Rbar+ D4 Rbar and R bar-D3 R bar where value of D3 and D4 are taken from
the statistical tables for the sub groupsize.
Control charts for variables:
For subgroup based data Xbar R chart is the most suitable one. Typical applications are
from anymanufacturing industry. For instance in injection moulding four plastic bottles
are produced in everystroke. Here, the weight of the bottle is critical. So, a
control chart can be constructed where everyhour, 4 bottles are taken and the
readings taken.
The contol chart read at the end of the day shows the variation in the weight
of bottles from hour tohour. As far as the variation in weight is within the
control limits, the process is stable and is behavingwithin the statistical
control, In case any data point has gone out of the control limit, the process
hasdeviated at that time due to an assignable cause and this needs to be acted upon
by stopping theprocess and investigating.
The range chart is to be studied for within group variation. Incase any point
has go ne out of thecontrol limit then the inter group (one of the four
moulds) is the cause for creating instabiulity.
For manufacturing situations where the subgroup is not possible because the events
are taking placeone at a time, individual x readings are plotted and it is called I MR or
individual and moving rangechart.
These two charts are used for variables which are continuous.
For discrete/ attribute type data.
P charts for proportions and np charts for non conforming items are used.
For low numbers like defects or complaints
C charts or u charts are used.
Q.6 (a) Discuss the implementation of ISO:9000:2000 quality systems. (6.5)
Ans 6 (a)
The ISO 9001:2000 (now revised to 2008) needs be implemented in a planned way. For a
bigcompany this exercise may take about six to eight months and for a small company it may
take 3 to 5months time depending on the efforts put in continuously.
The activities are detailed as follows.
1.Management should declare the intention to go for ISO standard QMS and nominate a
teamwhich will implement the standard.
2.The team meets and deliberates about the present status and decides the time required.
3.Management to declare the Quality Policy and objectives to all the people.
4.management will inform the functional Heads to study the requirements and understand
theneed to have processes which are cutting across the functions.
5.The team defines the key processes in the company they may be 5 to 10 depending on
thecomplexity of the companys operations.
6.The process maps are prepared and verified by all the managers.
7.thius constitutes the main implementation document.
8.The Quality manual is written with the process maps as guiding document.
9.The II level procedures are written by the dept heads with the assistance of all the employees.
10.The documentation is completed for all activities and the documents are
released for all theemployees.
11.the Internal auditors are trained for conducting the audits on all aspects of the
company andits operations.
12.The internal audits are conducted and the flaws in the system are reported.
13.The management reviews the audit findings and takes the corrective actions.
14.After getting convinced that the system is stable, the management requests the
certificationagency to come and do an external audit.
15.The selected agency sends its team of auditors who come and do the audit and
submit thereport to the management.
16.In case there are no major discrepancies or non conformances the certificate is
awarded tothe companys Quality management system which is valid for 3 years
subject to an annualsurveillance audit.
(12.5)
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