1. Discuss the eight principles of the ISO 9000 standard.

How is your company following these ISO standards?

ISO 9000 is based on following eight principles of the
Total quality management.
1) Customer Focus: Organizations rely on their customers
and should therefore consider current and future customer
needs and aim to meet customer expectations.
2) Leadership: It is a responsibility to guide entire
organization. Leaders must establish unity of purpose and
direction. They should create and maintain the internal
environment in which people can fully participate in
achieving the goals of the organization
3) Involvements of People: Every organization’s main
strength is their employees. Every leader should try to
build a environment in which employees feel ownership if
work. People at all levels are the essence of an
organization and their full involvement makes it possible
to use their abilities for the benefit of the
organization.
4) Process Approach: Each leader should understand that
accomplished things are the outcome of processes and that
processes need to be controlled along with related
activities and resources.
5) System Approach to Management: Identifying,
understanding and managing an interrelated process system
as a system contributes to the effectiveness and
efficiency of the organization in achieving its goals. The
many interrelated processes that lead to the success of
the company are a process that should be handled as a
system.
6) Continual Improvement: Continuous improvement is the
main strategy to achieve total quality. Continual
improvement of the organization’s overall performance
should be a permanent objective of the organization.
7) Factual Approach to Decision Making: Decisions must be
based on the analysis of accurate, relevant, and reliable
data and information.
8) Mutually Beneficial Supplier Relationships: An company
and its suppliers are interdependent and the ability to
create value is strengthened by a mutually beneficial
relationship.

HOW MY COMPANY DOING THIS: Customers are the top most

priority for our company. I always want my customers to be
happy and satisfied with the products and services that
they get or delivered from my company. As a leader I would
try to involve as much as employees I can in the work.
Also I would like to create an environment in which every
employee is free and be comfortable with each
 other. Leadership means to guide the whole organization in
an effective way.
           I would organize weekly meetings among the
company's employees so that they can have the opportunity
to meet with other people or colleagues in the
organization. I would urge and encourage all employees to
work to make the company efficient and increase the
company's efficiency and productivity. I'd also have a
good relationship with my supplier and the manager of
another organization with whom I'd do business.

2. Discuss Pareto Charts .please give realistic

examples.
     

 The Pareto chart is one of the seven basic tools of quality

control. The Pareto (pah-ray-toe) chart is a very useful tool
wherever one needs to separate the important from the trivial. The
chart, first promoted by Dr. Joseph Juran, is named after Italian
economist and sociologist Vilfredo Pareto (1848–1923).A Pareto
chart, also referred to as a Pareto distribution chart, is a
vertical bar chart in which values are plotted from left to right
in decreasing order of relative frequency. Pareto graphs are
extremely useful to evaluate which issues require attention first
because the higher bars on the graph, which reflect frequency,
clearly show that variables have the greatest cumulative effect on
a given system.
      The Pareto chart provides a graphic representation of the
Pareto principle, a theory whereby 80 percent of the output is
produced by 20 percent of the input in a given situation or system.
      One of the seven basic quality control tools is the Pareto
chart On the horizontal axis are shown the independent variables on
the chart and the dependent variables are represented as bar
heights. A point-to-point graph can be superimposed on the bar
graph, showing the cumulative relative frequency. Because the
values of the statistical variables are placed in order of relative
frequency, the graph clearly shows which factors have the greatest
impact and where the greatest benefit is likely to come from
attention.
       The Pareto chart's aim is to highlight the most important
among a set of factors (typically large).It is often the most
common source of defects in quality control, the highest occurring
type of defect, or the most common reasons for customer complaints,
and so on. For each bar in the Pareto graph, Wilkinson (2006)
developed an algorithm to generate statistically dependent
acceptance limits (similar to confidence intervals).
       Simple spreadsheet programs such as Apache Open Office /
Libre Office, Calcand Microsoft Excel and specialized statistical
software tools can generate these charts, as well as generators of
online quality charts.
FOR EXAMPLE: 
It is possible to use a Pareto map to quickly identify the business
issues that need attention. There can be no doubt about what
problems most impact the result by using hard data rather than
intuition. In the example below, there was a steady decline in the
XYZ Clothing Store business. He concluded that the drop was due to
customer dissatisfaction with the clothing line he was selling, and
blamed his supply chain for his issues before the manager did a
customer survey. Nonetheless, after charting the intensity of the
answers in his customer survey, it was very clear that his supply
chain had nothing to do with the real reasons for the decline of
his company. By collecting data and displaying it in a Pareto
chart, the manager was able to see the most influential variables.
In this example, his business was most hurt by parking
difficulties, gross sales and poor lighting. Following the Pareto
Principle, those are the areas where he should focus his attention
to build his business back up.

Fig 4.1 Pareto charts

 3. Discuss fishbone diagrams . How is your company
doing this?
A diagram of fishbone is a diagram of cause and effect. It's not
statistics-based. The diagram helps separate causes and symptoms
and is sufficiently flexible to use with any problem. It allows one
to visualize factors that may affect the outcome within a process,
or the process is put out.
A fishbone diagram, also referred to as a cause and effect diagram
or Ishikawa diagram, is a visualization tool to categorize a
problem's potential causes to identify its root causes. A fishbone
diagram, typically used for root cause analysis, combines
brainstorming practice with a kind of mind map template.
A fishbone diagram is useful for focusing conversation in product
development and troubleshooting processes. After all possible
causes for a problem have been brainstormed by the group, the
facilitator helps the group rate potential causes according to
their level of importance and a hierarchy diagram. The diagram's
design looks much like a fish skeleton. Typically, fishbone
diagrams are worked from right to left, with each large fish "bone"
branching out to include smaller bones with more detail.
Dr. Kaoru Ishikawa, an expert in quality control in Japan, is
credited with inventing the fishbone diagram to help employees
avoid solutions that only address the symptoms of a much larger
issue. Fishbone diagrams are considered one of the seven basic
quality methods and are used to solve problems in the "analyze"
process of the DMAIC of Six Sigma (defining, measuring, evaluating,
enhancing, controlling).

METHODS TO CREATE A FISHBONE DIAGRAM:

Fishbone diagrams are typically drawn on a flipchart or whiteboard
during a team meeting. Once a problem has been identified that
needs further study, teams can take the following steps to create
the diagram:

 The fish's head is created by highlighting the problem and

drawing a box around it in a statement format. A horizontal
arrow with an arrow pointing to the head is then drawn across
the section, which serves as the fish's backbone.
 Then at least four "causes" that could contribute to the
problem are listed. Tools, abilities, equipment, individuals,
products, climate or measurements may include some standard
categories to begin with. These reasons are then drawn to
branch off from the spine with arrows, making the first bones
of the fish.
 Team members must discuss any supporting information that can
add to it for each underlying purpose. It typically involves
some kind of questioning strategy to keep the conversation
 focused, such as the 5 Why's or the 4P's (1.Policies,
2.Procedures, 3.People and 4.Plant). To branch off their
underlying source, these contributing factors are written
down.
 This process of breaking down each cause is continued until it
identifies the root causes of the problem. The staff will then
discuss the diagram before agreement is reached on an outcome
and next steps.

Fig 4.2 Fishbone diagram

4. Discuss histograms
Histogram is used to chart frequency of occurrences and How often
does something happen? A histogram is a graphical representation of
the distribution of numerical data. The data are represented on a
chart by columns that differ in height based on the frequency the
specific data set exists. It was introduced by Karl Pearson. It is
like a bar graph. Histograms approximately measure the distribution
of probability of a given parameter by displaying the frequencies
of events that occur in certain value ranges. Any histogram
analysis should begin with an understanding of the two types of
data commonly associated with processes: data attributes and
variables.
 An attribute: Attribute is something that the output product
of the process either has or does not have. The measure of
electrical resistance in ohms would be used by a system used
to produce electrical resistors; another method could use a
height scale, and so on. 
 Variable data: Variables are data resulting from the
measurement of something. A histogram is a scale of easing
across one axis and on the other a frequency of similar
measurements.

To create a histogram from a continuous variable you first

need to break the information into intervals, called bins.
Now, count how many values fall into each
interval. Generally the bins are defined as consecutive,
non-overlapping variable intervals. A rectangle is drawn
with height proportional to the number and width equal to
the length of the bin and rectangles are drawn around each
other. A histogram may also be normalized displaying
relative frequencies. It then indicates the proportion of
cases falling into each of multiple categories, the number
of heights being equal to 1. The bins (intervals) must be
adjacent and are often (but not necessarily) of the same
scale. Notice that, unlike a bar chart, there are no
"gaps" between the bars (although some bars might be
"absent" reflecting no frequencies). This is because a
histogram represents a continuous data set, and as such,
there are no gaps in the data (although you will have to
decide whether you round up or round down scores
 Fig 4.3 Histograms 

5. Discuss control charts for variables. How is

your company doing this?
The problem with the run graph and, indeed, many other methods is
that it does not help us to understand whether the variance is the
outcome of specific causes — issues like changes in the materials
used, problems with computers, lack of training for employees — or
common causes that are simply random. Bell Laboratories, developed
the control chart to separate the special causes from the common
causes.
In evaluating problems and finding solutions for them, it is
important to distinguish between special causes and common
causes. Continuous measurement system data, such as length or
stress, are plotted in a time-ordered sequence by variables control
charts. Variables control charts, like all control charts, help you
identify the causes of variance that need to be examined, so you
can change the system without over-control.
In this charts there are 3 lines.
1)UCL- Upper control limit
2)LCL- Lower control limit
3)Average or Mean line: This line is usually in between UCL and
LCL.
From historical data, these lines were calculated. By comparing
current data with these lines, you can draw conclusions as to
whether the process variation is consistent (in control) or
unpredictable (out - of-control, affected by specific variation
causes).A number of industries are using this flexible data
collection and analysis tool and is considered one of seven basic
quality tools. Whenever a specific cause affects the method, one of
two events will happen: either a plot point will penetrate UCL or
LCL, or a "run" of several points will occur in a row above or
below the average line. Control charts are one of the best tool to
monitor the processes.

Control charts are used in pairs for variable results. The top
graph monitors the process's median or knowledge distribution
centering. The bottom chart monitors the distribution range, or
width. During target practice, if your data were shots the median
is where the shots cluster, and the distance is how close they are
clustered. Control charts for attribute data are used singly.

The limit or distance between UCL and LCL shows that if product or
processes remain between that limit, if they change little, there
is no big problem. However, if the process or product crosses any
such line, it must be taken seriously and the manager should take
immediate action. Control charts are the right tool for process
monitoring. The properly used control chart alerts the operator to
any process changes immediately. The proper response to this alert
is to immediately stop the process, preventing the production of
defective products.

HOW MY COMPANY DOING THIS:

1. Choose the appropriate control chart for your data.

2. Determine the appropriate time period for collecting and
plotting data.
3. Collect data, construct your chart and analyze the data.
4. Look for "out-of-control signals" on the control chart. When
one is identified, mark it on the chart and investigate the
cause. Document how you investigated, what you learned, the
cause and how it was corrected.  

6. Discuss flowcharts and give a simple example

     
 A flowchart is the graphical or pictorial representation
of an algorithm with the help of different symbols, shapes
and arrows in order to demonstrate a process or a program.
With these we can easily understand the process. The
symbols of the flow chart are connected with arrows
indicating the direction of the process
flow. Flowcharts are used to analyze, design, document or
manage a processor diagram in different fields. This helps
to understand a process and find any flaws and bottlenecks
in it. This can be used to describe various processes,
such as a manufacturing process, an administrative or
service process, or a project plan.

Beginning the flowcharting process may be informative by

asking several different team members who understand the
process of independently flowcharting it. When their
diagrams are not the same, one major problem will be
identified at the beginning; there is no common
understanding of how the process works. Another approach
is to ask team members to decide how the process works and
then to determine how they feel it should work. Comparing
the two versions can be an efficient way to identify
problems triggers and offer opportunities for improvement.
For many years and in many ways it has been in use. The
task that we have in mind here is to flowchart a process's
inputs, stages, functions, and outflows to understand more
thoroughly how the process works, who or what has input
and control on the system, what its inputs and outputs
are, and even what its timing is.

A set of standard flowcharting symbols is used

internationally to communicate different actions, inputs,
outflows, and so on. These symbols can be applied to any
process universally. A simple flow chart using the most
common symbol elements is given in Figure to illustrate
their use. Flowcharts can be as simple as you might
need. For example, the rectangle labeled "Troubleshoot" in
Figure represents a complete sub-process which can be
extended into a complex flowchart itself. This is a
growing point of departure. It can be seen from it high-
level flowchart, it may be observed that
(a) the customer’s defective unit is received, (b) the
problem is located and corrected, and (c) and the repaired
unit is tested. (d) If the unit fails the test, it is
recycled through the repair process until it does pass.
(e) Upon passing the test, paperwork is completed. (f)
Following that, the customer is notified, and (g) the unit
is returned to the customer along with a bill for
services. With this high-level flowchart as a guide, your
next step will be to develop detailed flowcharts of the
sub processes you want to improve. Only then can you
understand what is actually going on inside the process,
see what steps add value and not, find out where the time
is being consumed, identify redundancies, and so on. Now
it's easy to see potential for improvement and
streamlining. Without the flowchart, it may be impossible.
FIG 4.5 sample of FLOWCHART 
FIG 4.6 SYMBOLS USE IN FLOWCHART (SOURCE: QUALITY MANAGEMENT FOR
ORGANIZATIONAL EXCELLENCE: INTRODUCTION TO TOTAL QUALITY DAVID L.
GOETSCH STANLEY DAVIS SEVENTH EDITION)
 
7. Explain what is an FMEA (Failure Mode and
Effects Analysis). How is your company doing
this?

Analysis of failure mode and effects (FMEA) attempts to

identify all possible product or process failures,
prioritize them according to their risk, and initiate
action to eliminate or decrease the likelihood of their
occurrence. Failure Modes and Effects Analysis (FMEA) is a
technique to evaluate possible reliability issues early in
the development cycle where it is easier to take steps to
address these issues, thus improving project reliability.
It has usually been generated in spreadsheets. Failure
mode and impact analysis attempt to identify all possible
problems before they arise and give them RPN (Risk
Priority Number) which helps to assess the effect or tell
them properly how the operator or system or product is
having a bad effect. 
      In the design stage, FMEA can be used. It will help
the developers to build a project with less possible
failures, and those that can not be avoided can be made
less serious. Even before hitting the development stage of
a car, Ford Motor Company uses FMEA. As the concept for a
new vehicle is being developed, FMEA is being used to
ensure that the vehicle does not bring concept-related
issues into the design and production stages.
      Upon launch, FMEA can also use it. When consumers
have issues or services that fall on the hands of the
consumer. If the problem is not serious, these things can
cause product recall if the problem is extreme or merely a
change in design for future production. The process for
every form of FMEA is basically the same. 
      
Types of FMEA:
1) System – focuses on global system functions
2) Design – focuses on components and subsystems
3) Process – focuses on manufacturing and assembly
processes
4) Service – focuses on service functions
5) Software – focuses on software functions

HOW MY COMPANY DOING THIS:

First, my organization will adopt the process form and
then I will evaluate that there is any error or not if I
find the error because I got some kind of system failure
then I will analyze the failure and then determine what
adjustments should I do to solve next time the failure.
I'd also employ a fault analysis team because my company
produces automotive parts and I'm going to use heavy
equipment to manufacture those large and massive
parts. Each machine has its own capacity and the machine
has failed so every time the machine fails and we change
the machine then it's kind of impossible to run a business
so my analysis team will analyze the failure and then I'll
make system changes accordingly.
 
 8. Provide an overview of the Toyota practical
problem solving process
It is good to have some methodology to act on an existing problem
or future problem that will occur and set an order for the critical
steps to be executed. The figure shows a flowchart of one of the
great manufacturers ' problem-solving process. The "Practical
Problem-Solving Process" of Toyota has seven steps:

 Step 1: Perceive the Initial Problem: At this point, symptoms

may be clear but the problem may not be well defined.
 Step 2: Clarify the Problem: Analyze situation open-minded and
compare it with the actual situation to the stander.
 Step 3: Determine the Point of Cause (POC): POC can be
determined by simply asking some question. ” Where do we
observe the problem and wherein the process and product
function”.
 Step 4: Determine the Root Cause Using the Five Why
Analysis: Repeated ask “why” question until you find the root
cause.
 Step 5: Develop and Implement a Countermeasure: Develop and
implement the solution to the problem. If multiple solutions
appear to choose the most advantageous solution.
 Step 6: Determine the Effectiveness of the
Countermeasure: Evaluate countermeasure or solution after
implementation and see the effect of that and analyze them.
 Step 7: Change the Standard: The original standard must be
changed to reflect countermeasure.

9. Explain a total quality decision making

process . How is your company doing this?

Decision making is the process of choosing one course of action

from one or more different options. Decision making is a very
difficult and critical task in a total quality setting.
      In an organization that plays fuel in an automobile engine,
decisions play the same role: they keep it running. An
organization's work will not proceed until decisions are
made. Managers should be well prepared and equipped in difficult
situations to have their actions judged and even questioned after
the fact. Decision making is very crucial and important to the
company's survival and growth as a key management role and system.
       There is a widely accepted model of decision-making that
many large-scale industries also use such as Amazon and Apple are
also using. Total quality management textbook also discussed the
model, so I'll put the model for your reference below at the end of
the answer.
       An organization's work can not proceed until decisions are
made properly. It is like a system to make decisions. It is a set
of logically sequenced activities that make decisions. Managers
must be prepared and even questioned after the fact to have their
decisions tested.
       But it is a reality that decision-making model can help most
of the managers to understand the system flow and then they can
make the right decisions according to the severity of the problem
after the flow is defined.

HOW MY COMPANY DOING THIS: My company will follow exact the same
model as shown in the textbook. first I would try to identify the
problem then I will decide what are the fact and causes of the
problem and then I will start working to find the solutions of the
problem. My company thinks that this is the best way to find any
solutions. I should consider the alternatives of the problem
causing factors when evaluating the solutions and options and then
choose the best alternative among them. This will help my company a
lot. Once I decided the alternative that will apply then I will
implement the alternative in the system. My company will monitor
and adjust the new implemented decision model.

Fig 4.9 Total quality decision making process

10. Explain why quality tools are important. How is
your company doing this?
There are so many benefits to apply quality tools in any
organization. Some of them are listed below.
1) Quality assessments help managers make a decision and
let them identify where changes are needed to improve a
product's process or quality.
2) It also helps to know about being a controlled or
uncontrolled process.
3) Tools of reliability such as Failure Mode and Results
Analysis help to identify possible failures.
4) Flowchart allows system and goods to be analyzed,
recorded and controlled.
5) For many purposes, performance metrics are critical,
such as helping to capture and display information so that
we can understand it quickly and thoroughly, helping to
recognize problem areas and providing opportunities for
potential development, allowing employees to do their job
effectively.

A) Histogram: The bar chart contains variables of the plan

and describes root issues. It can also give a glimpse of
where there are problems related to the whole task, or how
big they are.
B) Fishbone Charts: The fishbone map describes the system
or task defects or issues. It is often used to identify
problems, their causes and effects as a visual
illustration.
C) Pareto Charts: A Pareto chart is an easy way to
identify and prioritize tasks within the project. The
Pareto chart's final goal is to determine where to
maximize efforts to achieve maximum outcomes.

11. Please don't forget the social networking

assignment

MIAMI REQUESTS E-SCOOTERS TO BE

REMOVED TO AVOID “SCOOTERNADO”
MY COMMENTS: Basically, this article talk about the
hurricane and cycles issue in the state of Florida. Miami
officials called all the scooters to be out by noon due to
the “a monster storm”. They also declared Florida as a
state of emergency. It seems that company called lime is
most effected by this. Lime had over 1500 scooters in the
different cities. They called all the scooters from the
state and obliged the state law. 
SMIT PATEL COMMENT: 
The state officials on Aug 30th made an official
announcement regarding the category 3 type of tornedo
which was going top hit Florida no sooner and an national
emergency warning was broadcasted. The dilemma was that
the lime scooters were parked in the entire state and were
exposed to this type 3 tornado storm and wasn’t seen as a
good thing. 

VRAJ PATEL COMMENT(ROOMMATES): On 30 August, state

officials made an official announcement regarding the
tornedo type of category 3 that was going to hit Florida
very quickly and a national emergency warning was
broadcast. The dilemma was that all-state lime scooters
were parked and exposed to this type 3 tornado storm and
were not seen as a good thing. The dilemma was that all-
state lime scooters were parked and exposed to this type 3
tornado storm and were not seen as a good thing.

WIRED: IT’S TIME FOR WAR BETWEEN

HUMANITY AND MACHINES
MY COMMENTS: This articles says about the security robots
that roaming around the street of the San Francisco. This
robots are placed there to guard and secure the place.
They are equipped with security camera’s. They also uses
the artificial intelligence. So by my knowledge it is a
playful act but simultaneously you have to be careful.

SMIT PATEL COMMENT: According to the article, some robots

referred as extremely punch able security robots were
guarding few places in the city of san Francisco and were
encouraged by the facilities controlling them to give it a
try. This news went viral in no time was seem to be a
playful act, as open invitations were help in order to
punch them. According to me it was a playful act but at
the same time needs to be cautious about it.

VRAJ PATEL COMMENT(ROOMMATES): According to the article,

some robots referred to as extremely punch-enabled
security robots guarded a few places in San Francisco City
and were encouraged to try it by the facilities
controlling them. This news seemed to be a fun act in no
time, as open invites were helping to attack them. It was
a playful act, I guess, but at the same time it needs to
be careful.
Detroit Zoo to run on all wind power by next year 
MY COMMENTS: In this article it says that the entire
energy needed to run a zoo which is located In the Detroit
is shifted to the renewable energy which is wind energy.
This is a good initiative by the zoo organization
committee as it is emitting less pollution. Now, this zoo
has no need to depend on the others for the electricity
supply. They can generate their own electricity and even
more important is that it is without co2 emissions. This
is a sustainable green approach and must be taken by
everyone. This approach by zoo inspires everyone to adopt
this.

SMIT PATEL COMMENT: This article stated that the entire

energy needs for the zoo based in Detroit was shifted from
traditional needs to the newer renewable energy needs such
as windmills. This was a crucial step and was implemented
for betterment of the zoo as well as decreasing the
pollution. This public space will now run on its own
energy resources instead of being dependent n the coal
power plants and will emit zero CO2 which attracted more
tourists during the period. This was a greener step and
must be taken by everyone, if a zoo can do it why not we
all can transform and save the world by getting more and
more polluted. 

VRAJ PATEL COMMENT (ROOMMATES): This article stated that

the entire energy requirement for the Detroit-based zoo
was shifted from traditional needs to the need for new
renewable such as windmills. Instead of being dependent on
coal power plants, this public space will now operate on
its own energy resources and emit zero CO2 which attracted
more visitors during the time. This was a greener step,
and everyone has to take it, if a zoo can do it, why not
all of us can transform and save the world by becoming
increasingly polluted.