SRI KRISHNA COLLEGE OF TECHNOLOGY

[An Autonomous Institution | Affiliated to Anna University and Approved

by AICTE | Accredited by NAAC – UGC with ‘A’ Grade ]
KOVAIPUDUR, COIMBATORE – 641 042.
DEPARTMENT OF MECHANICAL ENGINEERING
Course Code: 18MEO03 Total Quality management
Module 1 Question bank

1.Define quality. or how can quality be quantified

Quality is defined as the degree to which a set of inherent characteristics fulfills

requirements .Degree means that quality that can be used with adjectives such as poor,
good and excellent. Inherent is defined as existing in something especially as a
permanent characteristic. Characteristic can be quantitative or qualitative. Requirements
is a need or expectation that is stated, generally implied by the organization, its
customers, and other interested parties. Quality fulfills or exceeds our expectations. It is
quantified as
Q = P/E
Q – Quality
P–
Performance
E–
Expectations.
It is also defined as the degree of excellence a product or service provides.
According to Deming “It is the predictable degree of uniformity, at low cost and suited to
the market”. According to Joseph Juran “Quality is fitness for use”. According to Philip B.
Crosby “Quality is conformance to requirements”.

2. What are the Dimensions of Quality?

• Features
• Conformance
• Reliability
• Durability
• Service
• Response
• Aesthetics
• Reputation

3.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.
4. What are the elements of TQM?

I.TQM principles and

practices 1.Leadership
2.Customer focus
3.Employee
involvement
4.Supplier Partnership
5.Continuous Process Improvement
6.Performance
measures II.TQM tools
and techniques
1.Seven tools of quality
2.New management tools
3. Six sigma
4.Benchmarking
5.FMEA
6.QFD
7 .TPM,.etc.

5. What are four absolutes of quality observed by Crosby.

1. Conformance to requirements not goodness

2. Quality is preventive not appraisal.
3. Zero defects not that’s close enough.
4. Measurement of quality is the price of non-conformance, not indexes.

6. What are the steps in Quality planning?

According to Juran the steps included in Quality planning are:

1. Establish quality goals.

2. Identify customers.
3. Discover customer needs.
4. Develop product features.
5. Develop process features.
6. Establish process controls, transfer to operations.

7. What are the dimensions of Quality?

The dimensions of Quality are:

1. Performance – Primary product characteristics such as the brightness of the picture.

2. Features – Secondary characteristics, added features, such as remote control.
3. Conformance – Meeting specifications or industry standards.
4. Reliability – Consistency of performance over time, average time for the unit to fail.
5. Durability – Useful life includes repair.
6. Service – Resolution of problems and complaints, ease of repair.
 7. Response – Human to human interface, such as the courtesy of the dealer.
8. Aesthetics – Sensory characteristics such as exterior finish.
9. Reputation – Past performance and other intangibles, such as being ranked first.

8. What are the four elements of ‘system of profound knowledge’described by deming.

1. Appreciation for a system.

2. Knowledge of statistical theory
3. Theory of knowledge
4. Knowledge of psychology.
9. Give the taguchi’s definition of quality.

Quality as loss imparted to society from the time the product is shipped.

10. Define TQM?

TQM is a management philosophy which seeks to integrate all organizational functions
(marketing, finance,design, engineering, and production, customer service …) to focus on meeting
customer needs and organizational objectives. It views organizations as a collection of processes.
It maintains that organizations must strive to continuously improve these processes by
incorporating the knowledge and experiences of workers.

11. What are the Points in Deming’s Philosophy?

1. Create constancy of purpose for improvement of products and service.

2. Adopt a new philosophy: we are in a new economic age.
3. Cease dependence upon inspection as a way to achieve quality.
4. End the practice of awarding business based on price tag.
5. Constantly improve the process of planning, production, and service- this system includes people.
6. Institute training on the job.
7. Institute improved supervision (leadership)
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans/targets asking for increased productivity without providing methods
11. Eliminate numerical quotas.
12. Remove barriers that stand between workers and their pride of workmanship.
13. Institute programs for education and retraining.
14. Put all emphasis in the company to work to accomplish the transformation.

12. What are the three stages of taguchis product developments?

1. System design
2. Parameter design
3. Tolerance design

13. What are the pillars of TQM?

1. Problem solving
2. Interpersonel skills
3. Team work
4. Quality improvement process.

14. Why it is difficult to change organizational culture.

Influencing external and internal environments make it difficult to change organizational culture.

15. What are the barriers to TQM ?

The main barriers to TQM are as follows :

i. Lack of understanding of the TQM concept
ii. Absence of visible support from senior & Top management
iii. Fear of change
iv. Poor internal communication
v. Heavy work loads
vi. Nature of organization
vii. Lack of adequate education & training
viii. Limited resources
ix. Irregularity of the meetings
x. Delay in implementation of the recommendation
xi. Difficulties in evaluation

PART B

1. Explain the various dimensions of quality with examples.

Depending upon the needs of the customers any product has to be supplied by the
manufacturer. However the product should have certain characteristics and features.
Customers only determine ultimately whether the product has been of expected quality.
Various dimensions of quality that the customers do look for in a product, in order to satisfy
their needs, only decide the characteristics of a product. For a manufactured product the
dimensions of Quality are as following:

1. Performance – Primary product characteristics such as the brightness of

the picture. This is the deciding driving force deciding the operating
characteristics.
2. Features – Secondary characteristics, added features, such as remote control.
Though this attribute is a secondary characteristic, it necessarily supplements the
basic functioning of the product
3. Conformance – Meeting specifications or industry standards. How far the products
physical and performance characteristic match with the set standards is called
conformity.
4. Reliability – Consistency of performance over time, average time for the unit to fail.
Under prescribed conditions of use of the product the probability of surviving over a
specified period is termed as reliability of that product.
5. Durability – Useful life includes repair. The quantum of use a customer gets from a
product before it wears out beyond further use or when a replacement is essential is
called durability.
6. Service – Resolution of problems and complaints, ease of repair. The possibility
to repair a product quickly and with ease is serviceability.
7. Response – Human to human interface, such as the courtesy of the dealer. It refers to
the degree they react and act quickly to resolve the problems.
8. Aesthetics – Sensory characteristics such as exterior finish. It is the manner in which
a product looks feels, tastes or smells.
9. Reputation – Past performance and other intangibles, such as being
ranked first. The dimensions of quality in respect of a service are as
follows:
Time – This is the duration up to which a customer is made to wait.
Timeliness – It refers to whether the promise can be kept or whether the service can be
performed as Promised
Completeness – It refers to whether all the items given by the customer is included.
Courtesy – Whether the front office sales people greet each customer cheerfully
and politely.
Consistency – Whether the services are delivered in the same manner for every customer
and every time for the same customer.
Accessibility and convenience – Whether the service is easy to get ?or must the customer
influence the service provider to get the required service.
Accuracy – This is with regard to whether the service is done correctly even in the first
instance. Responsiveness – Whether the service person reacts and cat quickly to resolve
problems

3
2. Explain the Deming’s Philosophy?
DEMINGS 14 POINTS

I. Create constancy of purpose toward improvement of product and service, with a

plan to become competitive and to stay in business. Decide whom top
management is responsible to.
2. Adopt the new philosophy. We are in a new economic age. We can no longer
live with commonly accepted levels of delays, mistakes, defective materials,
and defective workmanship.
3. Cease dependence on mass inspection. Require, instead, statistical evidence
that quality is built in, to eliminate need for inspection on a mass basis. Purchasing
managers have a new job, and must learn it.
4. End the practice of awarding business on the basis of price tag. Instead, depend
on meaningful measures of quality, along with price. Eliminate suppliers that can
not qualify with statistical evidence of quality.
5. Find problems. It is management's job to work continually on the system
(design, incoming
materials, composition of material, maintenance, improvement of machine, training,
supervision,
retraining).
6. Institute modern methods of training on the job.
7: Institute modern methods of supervision of production workers. The
responsibility of foremen must be changed from sheer numbers to quality.
Improvement of quality will automatically improve concerning barriers such as
inherited defects, machines not maintained, poor tools, fuzzy operational
definitions.
8. Drive out fear, so that everyone may work effectively for the company.
9. Braek down barriers between departments. People in research, design, sales,
and production must work as a team, to foresee problems of production
that may encounter with various materials end specifications
10. Eliminate numerical goals, posters, and slogans for the work force, asking for
new levels of productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his right to
pride of workmanship.
13. Institute a vigorous program of education and retraining.
14. Create a structure in top management that will push every day on the above 13 points
3. Explain Quality Planning.
Quality planning is one of the foremost function of the members
in the organization to achieve the quality objectives.
Quality planning is nothing but forecasting the future activities
related to quality.
The whole organization should be involved in the implementation of
Quality planning. Quality planning acts as a road map for the
members in the organization to achieve the quality goal.
The Quality planning organizes the activities as a team from the
beginning of the project.
Thus the manufacturing department works simultaneously with design and
Engineering department before finalizing the detailed specifications.
Various steps in Quality planning are
Establishing Quality goals
I. Identifying the customers
II. Discovering the customer needs III. Developing the product features
IV. Developing the process features
V. Establishing the process control and transferring in to operations.

Functions of Quality planning

Different functions of Quality planning are

1. Preparation, issue and updating of

guidelines in quality assurance.
2. Preparation of updated detailed inspection instructions including
check lists and formats for all stages of material, component and
assembly of product
3. Planning for requirement of Inspection
equipments. It involves
4. Assessing the requirements of various measuring equipments,
Gauges etc along with desired accuracy.
5. Designing special equipments, gauges etc.
6. Developing sampling schemes (Sampling plans ) to evaluate the quality of products.
7. Developing quality surveillance (Quality supervision) procedures for
manufacturing.
8. Developing a scheme of periodic calibration to check the
accuracy of gauges andMeasuring instruments.
9. Collaboration with the product design group to review the
product design.
10. Collaboration with technology or process group for assessing
technology and processCapabilities
11. Collaborating with suppliers or vendors for assessing their capability. To
develop schemes for quality audit
 4. Explain the barriers to TQM implementation and Deming Philosophy?
• 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

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.

5. Explain the evolution of quality.

One of the important issues that business has focused on in the last two decades is
―quality‖. The other issues are cost and delivery. Quality has been widely
considered as a key element for success in business in the present competitive
market. Quality refers to meeting the needs and expectations of customers. It is
important to understand that quality is about more than a product simply
working properly.
Quality refers to certain standards and the ways and means by which
those standards are achieved, maintained and improved. Quality is not just
confined to products and services. It is a homogeneous element of any aspect
of doing things with high degree of perfection. For example Business success
depends on the quality decision making.

EVOLUTION OF QUALITY

Time Event
s
Until
 1960s
Prior to the Quality is an art
th
20 Demands overcome potential
century production An era of workmanship
F.Taylor The scientific approach to management resulting in rationalization of
1900s work and its break down leads to greater need for standardization,
inspection and
Supervision
Shewart Statistical beginnings and study of quality control. In parallel, studies
1930s by R A Fisher on experimental design; the beginning of control
charts at western
Electric in USA
Late Quality standards and approaches are introduced in France and
1930s Japan.
Beginning of SQC, reliability and maintenance engineering
1942 Seminal work by Deming at the ministry of war in USA on quality
control and sampling
Working group setup by Juran and Dodge on SQC in US
army Concepts of acceptance sampling devised
1944 Daodge and Deming carried out seminal research on acceptance
sampling
1945 Founding of the Japan standard association
1946 Founding of the ASQC
1950 Visit of Deming in Japan at the invitation of K Ishikawa
1951 Quality assurance increasingly accepted
1954 TQC in Japan ; Book published 1956
1957 Founding of European organization for the control of quality
After 1960s
1961 The Martin Co in USA introduces the zero defects approach while
developing and producing Pershing Missiles. Quality motivation is
starting
in the US and integrated programmes begun
1962 Quality circles are started in Japan

1964 Ishikawa publishes book on Quality management

1970 Iskiawa publishes the book on the basics of quality circles and the
concept
of Total Quality is affirmed and devised in Japanese industries
1970 to Just – in –Time and quality become crucial for competitiveness. A
1980 large number of US and European corporations are beginning to
appreciate the advance of Japan‘s industries. Taguchi popularizes
the use of
environmental design to design robust systems and products
1980+ Facing the rising sun challenge in quality management
Development and introduction of FMSs and greater dependence on
supplier contracts.
Growth of economic based on quality control, information software
packages
1990+ The management of quality has become a necessity that is
recognized at all levels of management
Increasing importance is given to off line quality management for the
design of robust manufacturing processes and products. The
growth of
process optimization

6. Explain the basic concepts and principles of TQM:

1. Top management commitment
2. Focus on the customer – Both internal and external
3. Effective involvement and utilization of entire work force
4. Continuous improvement
5. Treating suppliers as partners
6. Establishing performance measures for the processes
7. Customers requirements - ( both internal & external) must be met first time
& every time
8. Everybody must be involved
9. Regular two way communication must be promoted I
10. Identify the training needs and supply it to the employees
11. Top management commitment is must
12. Every job must add value
13. Eliminate waste & reduce total cost
14. Promote creativity
15. Focus on team work.

7. Explain the barriers and benefits of TQM.

1. Lack of management commitment

2. Lack of faith in and support to TQM activities among management personnel
3. Failure to appreciate TQM as a cultural revolution. In other words,
inability to change organizational culture
4. Misunderstanding about the concept of TQM
5. Improper planning
6. Lack of employees commitment
7. Lack of effective communication
8. Lack of continuous training and education
9. Lack of interest or incompetence of leaders
10. Ineffective measurement techniques and lack of access to data and results
11. Non-application of proper tools and techniques
12. Inadequate use of empowerment and team work

Benefits of TQM.

Tangible Benefits Intangible Benefits

Improved product quality Improved employee

 Improved productivity participation Improved team
Reduced quality costs work
Increased market and Improved working relationships
customers Increased Improved customer
profitability satisfaction Improved
Reduced employee grievances communication
Enhancement of job interest
Enhanced problem solving capacity