5 (ME/OE -7) E

Quality Manag ement I TQM

f

CON CEP T OUT LINE : PART -1

Qualit y: "Qualit y is the conformance to require ments" .
Evolut ion of Qualit y Contro l : Import ant steps in the evoluti on of
quality control are :
1. Craftsm anship, .
n. Superv isor's control,
iii. Inspect ion, and
1v. Statisti cal Quality control.
Chang ing Qualit y Conce pt : Greate r expect ation in terms of
functional efficiency, aesthet ics, safety, reliability, mainta inabilit y, etc.
is leading to changi ng quality concept.
TQM: It deals with the produc t in its totality , determ ining quality by
the combin ed efforts of various departm ents to achieve excellence.

?I B9il[~lff11ff What is quality and quality characteristics?

A Qualit y:
1. It convey s differe nt meanin gs to differe nt people when referri ng to a
produc t. It genera lly signifie s the degree of its excelle nce. Theref ore,
the quality is defined as "fitnes s for use or purpos e" by Joseph M. Juran.
B. Qualit y Chara cteris tics:
1. The quality of a produc t consist s of a numbe r of elemen ts and each
constit uent (eleme nt) has a specific task. · •
2. These elemen ts, such as shape, size, physica l or chemic al proper ties are
the buildin g blocks of produc t quality and are called the quality
charact eristics .
~~~,~~:,t,:,] Expla in the evolut ion of qualit y control.
1
 c o o ce p ts

..,,,.-----'
~ ,
h e st o n e age
..-- )1.ich h e h ad
- -- - # e fl rr or tl t
-
A.a..... l
T h e con . 00 t ne "" ·
Jt is t i,e to
tJ 1itY tBl
p1ct
01 ; g o o d to ol .
8 .
o f t . tJ.fe od u e to th is he
l. ce p t o f qu al i. ty co nt ro l 1s 9 5 e t,
2
S to n e . tne q o1efl ell 9S tJ e.
· 8 ge man _g ·tn i,i s . .
u fa ct u re d Was as se ss init W1 s.5 w tJ fP os.a}izat1on m each
ll la n ' by co m pa ri ng f. ct tJr er t i,i s is P
3. A t a t ti m e h t 01 e spect
th e m an ~ a th B I
e was th tn erecietY· p ra ct ices
ll la de et ro al it Y [J]ld
1·t y co n tr o
rt s to at ta in th e qu to f so
4. Thi d ·t h ti m e, flen t1B l .
n.
s si tu at io n ch an ge w r qu.ite.T 5 tefl1 q duct1o
ld t ng re
Ie
fi
'
0 ll le et th e ch an gi sYi.od o f Pro
du ct io flJJ'le
th h . d tJ•
5. A lo n g W ith p ro
e c an g m g uc t 811
al s u it th e pr od
so ev ol ve d to .
J1oW ·
6. T h e ev o1uti.on st ep s ar e as fo sftsilla. n· be . .
. . th e ct tt e r p n ce for
C ra tt sm a n sh ip . ce n ti v es o f
A
1 ro l w as exercised B bY h in
r. to rs o f p
ro d u c t aJ1·tY.
qu
al it y co nt Jid t e
. The qu · rning ia c
2 T h e re p u ta ti o n for craftsmanshlP • gove .
· m ai n e
g fa ct o ri es wer
d u ct wer e th e
a su p er io r p ro m an u fa ct u ri n
C o n tr o l:
B. S u p e r v is o r 's 1 f10n'sJade rge and.
m supe lso ·
.
D n n g th e in d u st ri al re vo u b er o f w o rk e rs ' fV r
1. u er u m
m ee t th e custom . of more n
es ta b li sh ed to ng
, ntrol the worki
2· T h a ts w h y to co
is re q u ir ed . .. ale
rc h an g ea b 1 h ty o n a ·mass sc '
o n : r. cture in te
In sp e c ti h · it h the help
C.
't h t o f th e m an u ia exa111ine ea c c o m p o n e n t w
1• W1 th e ad v en ·a1 ·t. ally
·t b e ca m e es se n ti to e n 1c
1
te n c e .
o f g au g es .
n g in sp ec ti on ca m e in to e x is
g in ee ri
2. D ~ e to th is en
·:
uality Control l ac ti v it y .
D. S ta ti st ic a l Q g re at u p su rg e in in d u st ri a
en er at ed a ta te mass
1. · W o rl d W a r II g o f d e fe n se st o.r e s n ec es si
ts
u s re q u ir em en
2. T h e tr e m e n d o te d sc al e.
d u c ti o n o n a n u n p re ce d en ci en cy o f inspection an
d
p ro e ef fi
h an ce d th
ta ti st ic a l q u a li ty control en
3. S
a re a o f control.
e n la rg e s th e am from "inspec
tion
e y o f quality progr
}~~,{~f~~~;~, Disc~ss
th e jo u m
a.
ost modern er
a n d testing" e
r a to tod a y's m
i~t:.;~;-
i:" I I B l}
1
- t1
~
. OR control and ch
anle
o f q u a li ty
ical evolution
DetaiJ o u t chronolog ~~
jj.rll! el
fe re n t e ra .
c o n c e p t in d if
 _an
Q~u-al_it:__y_M
-= _ em
_ ag
__
_ en_t_l_T_Q_M_ _ _ _ _ _ _ _ _ _ _ _1_<ME
fO ~E~
A.runver I .
d be done m the
The chronologica.l evolu tion of quali ty contr ol shoul
1.
fo]Jowing way :
A Inspection :
- Detection
Primary concern
_ A problem to be solved.
View of quality
_ Prod uct uniformity.
Emphasis
Methods - Gauging and meas urem ent.
_ Inspecting, sortin g, coun ting and
Role of quality
professionals grading.
- The inspection depa rtme nt.
Whose
responsibility
Orientation and - 'Inspect-in' quality.
approach
B. Quality Control :
Prim ary concern - Control.

View of quality - A problem to be solved.

Emphasis - Prod uct unifo rmity with reduc ed

inspection.

Methods -" Statistical process control.

Role of quality - Troubleshooting and statis tical

professionals method.

Whose responsibility - Manu factu ring and engin eerin g

depa rtmen t.

Orientation and - 'Control-in' quality.

approach

C. Quality Assu ranc e :

Prim ary concern - Coordination.

View of quality - A problem to be solved produ ctive ly.

Emphasis - Entir e production chain.
Methods - Prog ramm es and syste ms.
Role of quality - Qual ity meas urem ent, plann ing
professionals and progr amm e design.
 ~ :M_'O~··E--_·7~~_E
8 \llu )~ - - - - - - = -
- - - - - -- -Q ua lit y Col:\c~
~
Whose responsibility All de pa rtm en ts wi th mi - t~
ni ma l t . .__
m an ag em en t in vo lv em en
t. op
Or ien tat io n and
approach
L :~ = :___ _. l- - - - - - - - -
------
_ 'Build-in' qu ali ty .

D. Total Quality Managem

~nt
- ----
Pr im ar y concern

View of quality
_ Strategic im pa ct.

- Ac o~ pe tit iv e op po rtu ni
--
ty .
Emphasis - The m ar ke t an d cu sto .• -
m er he ed s.
Methods - St ra teg ic pl an ni ng , goal
se tti ng and
mobilization.
Role of quality - Goal se tti ng , ed uc ati on -
professionals an d
training, tea m wo rk an d
programme design.
Whose - Everyone, ma na ge me nt
responsibility pr ov id es
strong leadership.
Orientation and
- 'Manage-in' quality.
approach

ll il!i~l ~
l f~li~IWhat is the changing quality concep t? Expla1·n 1·t
~l'~lll~l! (~~:l~]
1
.
1. Up to the late 40's, produ
. ct quality was
funcbonal effici.ency and ae s1·dered . th c-
sthetic appear ancon
ce.
2. J'.l)~e to this ~ew co m e 1orm of
ncept of design was introduc
such as continued fault-fre ed. The .
. e service an d maint re
equally important from the ar
ance co te8 at tri bu
customer's point of en
view. s . te s
3. Thus. quality is a measure wh ich ar e
, of user)s satisfaction pr •d
4. This include : . ov1 ed by
a. Functional efficiency, a Product.
b. Appearance,
c. Ease of installation,
d. Ease of operation,
e. Safety,
f. Reliability,
g. Maintainability, and
h. Running and maintenan
ce cost.
 Quality Management I TQM 9 <MFJOE-7} E
5. These factors are divided into two parts as quality of design and quality
of conformance.
6. The control of both these aspect8 of quality is important, if the end-
product has to meet customer's acceptance.

I
Que 1.5. _ Discuss the concept of total quality management.

[ DPTp ~ Marks 10 I
Answer
1. TQM is an enhancement to the tFaditional way of doing business. This is
a combination of three words :
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.
2. TQM is defined as both a philosophy and a set of guiding principles that
represent the foundation of a continuously improving organization.
3. It has been realized that inspection alone can not build quality into a
product unless quality has been designed and manufactured into it.
4. Therefore, the quality awareness must begin at the every conception of
the product and should continue during·various stages of its development
and manufacturing.
5. Total quality management deals with the product in its totality.
6. It has been recognized that quality is determined by the combined efforts
of various departments such as design, engineering, purchase, production
and inspection. .

Ftg.1.s.1.
 Qnalityco
~·"'"' 7) E~ --- - - - - - - - -- l'lcon
-------- ~•\~
l0 ( L'fU',IVD"
-- ·-- - - - - . nd ends with the user. h start.s Wh ' Quality Management/ TQM
7. The quality_cyclell~gtd~o~ifl~ign a product for its fulfillment . ori l~~ 11 (ME!OE-7) E
ust)r's noed 1s ana }'LO , 1.. This includes the "market survey" for cons . . . _
.th tho us<•r because the final proof of product qu . they are willing to pay the cho. f d . ummg habits of people, pnces
8. The cycle ~nd ~wi . _ with.the user whose satisfaction is the ult' alit~ ' iceO es1gn of the product
comes d-urmg its srrv1ce . ' lll)ate 2. But for capital goods th d • • . ·
.d t' . ' e ec ision 1s usually governed by such
1\im. . h 1 8 nd
con_sit;::b?li?t ast mte ed life, environmental conditions reliability
. . s proceRs planners, production engmeers . ave their role roam 1 y e c. ' · '
9. Des1gner. , ua1· b' ct' hich • to
lay in the achievement of primary q ity o ~e ive, w is 'maxirnu b. Profit Consideration :
P . . . o·t' tn
user satisfaction at minimum c ti • 1. From company's point of view, profit is more important.
... lA \ Write the principles of TQM? 2. It is not necessary that the company should manufacture 100 % quality
products .

....t \ 3. Profit can be maximized by producing products in different grades to

suit different types of customers.
1. A model management framework for total quality is prepared by excelle
organisations on the basis of the following aspects : nt c. Environmental Conditions :
1. This also plays an important role in deciding quality of design. e.g., a car
a. Defining and communicating missions, vision, values and objectives.
radiator designed for use in equatorial regions should be designed for
b. Collection of external intelligence about markets, customer's need 8 increased ambient temperature.
and attitude, competitors, and business environment.
2. A well designed bus body known for its good performance abroad, has
c. Measuring internal business performance. failed to withstand both, road conditions and loading pattern in our
d. Identification ofimprovement opportunities. country.
e. Implementation of cultural and structural changes by using teams. d. Special Requirements of the Product :
f. Steering and coordinating the total quality programme. 1. Generally, greater for strength, fatigue resistance, life, interchangeability
of manufactured items closer tolerance should be given for better quality
I
*1we 1.,. Explain the quality concept of design. What are the goods.
factors that affect it ?
OR
Q-ae 1.8. lExplain the significance of review of design and what
Explain the basic principle and concept of achieving quality in are the advantages of doing it? IUPTU 2013-14, Marb 04 j
design. IUPl'U 2014-15, Marks 10! Amwe j
G .
.-.W.r 1. Before the preliminary design has progressed further it should be
1. The quality of design 0 f d . subjected to a critical review by all those who are connected with the
tightness fth ifi . a pro uct 1s concerned with th e product such as quality and production engineers, and sales personnel.
o e spec cations for manufacture of the product.
2. A good quality of design t . 2. The design engineer could explain the salient features of the design
stipulated 1n mus ensure consistent performance over its with the help of mock-up model.
_.
e span stated as rated ou t pu t , e ffi. c1ency, .
for specified se..,~ . overload capacity 3. During this, each functional representative should be allowed to comment
...ce.
3. on the design.
It must consider the 1'bl
distortion, corrosion andpos~b e _modes of failure due to stress, wear, 4. The quality engineer for instance, co_uld highlight dthe _quality p~ob!ems
v1 rations etc.
4. . . . which were faced in the similar previous products urL"lg manuiac ure.
However, product design and dev l
results into evaluation f de opment.1s a contmuous process which 5. The production man may define th_e difficulties faced.during production
feedback after use an/d a p~o uct b~ed on assessed user needs, their as non availability of tool or machine.
time in a given enviro evet opment m technology at a given point of 6. To avoid capital investment on new one, he suggests for s om e
nmen .
A. Factors Affecting the Quality of Deai . modifications in design.
a. Types of Cu1to111er in the Market : gn .
lO(MFJOE-7) E
Qll&/ ·
e qu ality cy cle be gins an d ends . r-
7. Th
is an aln:ed to de sign With the Us. e r. It ,~t.l'·, ""·,
user's nee d a Produc t ti
. . , 8
or its fuJt: l&~ ~I
wi th the US er be " 1 ltti 11 <MFlOE-71 E
B. The cyrle end.s , cause the fi naJ Pro f ent &. Quality Manageme nt/
'J'Q M
d . its . the
c?111es unng service with user, whos e sat . "o
Js,ac
of
t·
Pr
% .
.
ark et survey" for consumi
ng habits of people, pri
ces
aun . 1on is· th~"ti 1. This inc lud _es. the ~m
of the produ ct.
t , the choice of design
De ing· rs,. ers pr d . %:: they are willing to pay gov ern ed by such
9 ne process pla nn 0 Uc bo s, the decis ion is us ually
01
rs h go od
primar . . n en~nee conditions, reliability,
2. But for ca pit al
j . d life , environmenta l
p ay mthe achievement of W'-~ve thei ns as int en de
cos[ guahty ob;ective 'llCh is ' t t•., con sid era tio
use r satisfarbon at minimum . , maintainabilit y etc .
, . b. Pr ofi t Co ns id er
at ion :
·
Write th e Pn·nc1p mo re important.
les of TQM ? 1. From company's
point of vie w, profit is
%quality
oul d manufacture 100
i . •• 7 2. It is no t
products .
nec es sar y tha t the company sh

different grades to
Amode} tnA n Dtt . . ize d by produ ci ng produ cts in
1. work for total 3. Profit can be ma xim
org . --:-""flemen t frameof the foll . quality is prepclred b sujt different types of
customers.
llnlsations on the basis. owing aspects .•
ye~
'4!' Co nd iti on s :
a. Defininn and conunurucatin11 • ' c. En vir on me nt al of design . e.g., a car
--~ mi ssion s vis io
n, Values and i..: im po rta nt role in deciding quality
ys an
should be designed for
;
b Collect:I.O n of external inteu ·
-'1
' 1. This als o pla
. ab ou t ma rkets o,,J ecti i,
de sig ne d for use in equatorial region s
ige nce , radiat or
and attitude , competitors , and bus·iness enviro , CUstom. erso perature.
nm en t. ~ increased ambient tem rmance abroad , has
c. Mea.en ,,.;,"~..,,. . own for its good perfo
-- lnternaJ business performance 2. A well de sig ne d bu s bod y kn
ding pattern in our
d. ldentific.a t1o · of .unpro ·
to wi ths tan d bo th, road conditions and loa
n ent Op Po•.+. ,- : . failed
vem •uiut1 es.
e. l Iementation of cult · country .
mp t:
ura J and structural no •- me nt s of th e Pr od uc
f. Ste e ·
a th ch an ge s by usi
~ "t'~ d. Special Require nce, life , interchangeabil
ity
nng and COordjnatin e totaJ qu a]•
ity progr-~ .grn- ner all y, gre ate r for strength, fatigue ista
res
for better qu ality
-"&
1. Ge be given
Exp!llU · e. closer tolerance should
l the quali ty
n of manufactured items
l . C011cept of de sig
Un .
· ..., oa t are tbi goods.
actor-..that affect it? at
iew of design and wh
.. . OR .1 . j Ex pla in th e sig nif ica nc e of rev
ExJ>lain the basic Prtnc1ple &nd q. .1
d .
es tp.
concept of ac .
.
hiev1ng quality in va nt ag es of do in g it? I UPTU 2013-14, Mark
s (M /
are th e ad
_
7 ~ Am.wet I ther it sho.uld be
1... ... ...
d . ina ry de sign bas progressed fur
. Th e qu ali t y of es igo of a 1. Before the pre lim are connected W1th the
tightness of the SJ>e<'i ficat' Produ ct is . cri tic al rev iew by all those who l.
co subjec ted to a eers, and sales perso~e
ood
ions for
nuf act u.re f nc ern ed wi th the du ct suc h as qu ali ty and production engin ign
2. A de sig n rna pro ient features of the des
_g quality of s· o the Product could explain the sal
lat ed Jjfe sp an sta • ~.,mUst ensu.re con 1.8 tent · . 2. The design engineer
:11pu ""U as rated t ,., . Pe rfo rnian ce over its up model.
with the help of mock-
d . out pu
ior SJ) eci fie
service. •e,11c1ency d to comment
. ' overload capacity h fun cti onal rep resentative should be allowe
3. It mu st de r the P<>ssi bJe 3. During this, eac
. co ns1 r- •1
dis
ton1on, corrosion .,_ ., 'b .tnodes of '<I.I Ur d on the design.
"'JU vi rat10 e Ue to t the .qu ~: ~; ~: e~
4 nowever Pro du ct d
u . ns etc. stress , wear,
qu ality en gin eer for instance, c~uld highligh dun!lg .
. · es1 gn an d de veJ opine . 4. The similar preVIOUS produ
cts
resuJts into ev a] .
n of a product ba s:: on ts a COntin which were faced in the difficulties fac e<fdu ring production
feedback afte uat1o . a~ft- UOIJa pm,._ . may define the .
. . r use an d dev elo
Pm ent tn tec 1-..=-..-.e~d u.,_ -~ ss
ds
which
. an
5. Thep roduct 10nm of tool or machine .
t' en v· •u1 0Jo ~ r nee for some
une m a giv en
ironment. ·&.r at a .
, their as non availability new one, he suggests
A given Point of . .
Factors Affectui g t~e Quality of De.i1r1 6. To avoid capital
mvestme nt on
a. Ty pe . of Cu •to rk et : : des ign.
Ill er ID th e Ma mo difica tions in
 ----- em en t I TQM
13 (ME/OE-7
)E

Quality Coric Q ua lit y M an ag

~ H~wev er , _a
it y of a pr od uc t.
12 (ME'OE-7l E . e customers re ac t'1011 on ci si on ar e pr ic
e an d qu al
s as so ci at ed to
1t
---- , niav· be~.ab le to ~v
e tli the pu rc ha si ng de
id er s th e pr od
uc t qu al ity firs t an d fa ct or
nnagt '. cu st om er co ns
7. Th Psflles nr ided lfl th e de. ign .
fea tures prov ar e: e,
an d gu ar an te
: gn i. W ar ra nt y , an d
A. Ad,·antagts ges in the de si ii. A ft er sales
se rv ic es
y ma ke so m e favourable chan an ce an d re pa
ir , etc.
l. Such 11 re vi
ew ma st ag es Whe · _iii. M ai nt en
y be in corpor ated in the early n the
~ can t'U~il is may be di ff ic ul
t.
2. Th ese change At later th
awing boar d. n sw er s
design is oo the dr Q u es ti on s- A
on •
th e prototn>e ? iu m A n sw er
T yp e Q u es ti
the tvaluation of ype an d M ed
Q • 1.9. / Explain L ong A n sw er T
d oe s it
"q ua li ty pl an ni ng " ? H ow
t ac co rd in ea n b y
ld be carried ou hat d o yo u m at io n ?
th ~ pr ot otyp e sh ou
ould clearly
la g to a ,Que I.JO. /W o f an or ga n iz
1. ~he evaluation of ramme, which sh ? d m is si on -06:-i/
13,_M_a_r:-b-:-
11
_ell-plan11 ed ev alu ati on pr og
ec ific poin ·
ts on which 1•uormat1on is
-r y 0 wn
address th e vi
si on an /,...VPT--U-2_0_1_2--
to be studi ed an d sp
U!S ~t s that are
N'(Jwred . .
aluation pro am
me ~t ed by an
e th at !'v be co or dm fo rm of
It is ad vi sa bl
d :i . _m ~t 3ective of Answer ] de si gn in th e
·>
fro m th os e of th e ob ea te d du ri ng
agent·y_differen
t
ne d. gn ers, so that of a pr od uc t is
initially cr
mai nt ai Th e qu al ity
evaluation c11.n be I. ac tu ri ng
sk of coordinat' th e evaluation pr og ra m. m e 1s
. design particul
ars. fo rm of m an uf
3. G
,enerally , the
ta g is on ly on pa pe r, in th e
aJ 't .1n th is cr ea ti on
entrusted upon
the qu 1 Ymanager. 2. However, d specifications . re .
. es th e d · in gs an it s m an uf ac tu
4- Bes 1d d
es1gn and quality epartments, represeota es of other
tiv dr aw
ilt in to th e pr od uc t du ri ng es in vo lv in g
such ar k . ac tu al ly bu of ac ti vi ti
relat.t>d de pa rtm en ts
I ' . as prod uc tion an d m
etiog may also
be 3. Q ua lit y is pr od uc t re qu ir es a ho st ng or ga ni sa ti on .
associat.ed with eva uat1on progranun· 8 necessary. 10 · th e de sign m an uf ac tu ri ng of of th e m an uf ac tu ri ty
. . . 4. Th e
rt m en ts an d se
ct io ns
re qu ir ed qual
ity an d qu an ti
5. After th ese changes and modI·fi1cat1ons have bee di ff er en t de pa ac hi ev in g th e
at ur . ed ou t, those mmon ai m of
othe r re la te d fe
again be subjec
~d c% 71 ha vi ng th e co w hi ch
ensuree~h:~o~d ortcomin .... f h co nf ir m at or y s. tiv iti es , all of
e1·a J_u at ion s to e sh t e de s· ta rg et
cl ud e th e following ac
igo ob se rv ed , in
O ri ng
' . ated
en el lll ~- &a
for m an uf ac tu ta rg et s .
earli er , have be lln 5. Pl an ni ng en t of qu al it y
th . . ar ds th e ac hi ev em
6
This process of l adJu~ttn ent of design a d co nt ri bu te to w an d to ol .s
nt in ue d un i.ii a fu; desian . n evalu
ation h ld be
s ou io n of pr oc es se s, m ac hi ne s
co y satisfactory . "" is evolved . a. Se le ct
b. Proces s pl
an ni ng . in s tr um en ts .
, to ol s an d m ea su ri ng
~
t of ji gs
d pr oc ur em en
. c. Design an s qu a. t ity co nt ro ls .
"re;:::::ucoft,Vaanncdu.Q,uaPrli'od-, uc. ts,SaInlessIJJectuin. a114 COfitrot f
Proc of pr oc es er ia ls .
d. Pl an ni ng in co m in g m at
a" -' '-'- . ni ng th e qu al it y co nt ro l in pr od uct.
-J ,_,,
'" " ~l 'l!t,ce, .
0 e. Pl an of th e fi na l
qu al it y ap pr ai sa l th e Pr oces s
., ~ ~~ ----- f. Pl an ni ng
of th e
ca rr ie d ou t by
CONCE PT OU A to c ar e no rm al ly
ng de pa rt m en
ts .
T L1 N £: : P 6. Th e ac tiv iti es fr om a ua li ty E ng in ee ri
QuaJ.ity Pl an ni
. in it ·, l!F:l:r. 2 d from d to f by th e Q
ity, a ll th e ab ov e
I design in the forn~!r
~ quality _o f
ign particular
a prod
s.
uc
So m
t
·
is
f ia Y created dur·
eo these cons1d . 1tig
En gi ne er in g an
7. Even th ou gh th er e is a br
oa d di vi si on of r espo ns ib il
ns ul ta ti on be
tw ee n th es e tw o

I ..
are :
i. Pr ocess canobjJj ty,
,,...
ii Pr ocess selectio
tion of su n ~lie d control,
erati Ons
pl an ni ng jo
de pa rt m en ts .
bs w ill r eq uir<> cl os e co

s uc h as pr oc es s se le ct
ion an d co nt ro
ill al so ha
ls , the
ve to
I e ac tivitie s. nc er ne d w
_Ill. Evalua Pp s, and 8.
Fo r some of th r se ct io ns co is ed ,
1v. Inspect . ot he be em ph as
~ Pl .a l. . pa rt m en t an d , it m ay ag ai n
Sa le s and •~
an ni ng pr od uc tio n de in g th e pl an
•u ou ct n. The two am . le fo rm ul at
- ~
't' U it y: m factors w}
i· L . cons ul te d whi
be
-- Uellee
~ /

,4 , 1(
 Quality co
- llceplis
- - - - - -- - 15(MFJOE-7) E
MF)OE-1' E I l·b·11·1ty of th ali ty
14 ( od ct is not the so e respoilS e qu Qu ali ty M an ag em en
t/ TQ M
u
that the quality of the pr OR
in vie w wh ile pl oc ed ur es in de ta il
department alo~e . 'd ations have to be ke pt in 'g oc ur em en t pr
k.e-10-,I
o do es th e pl 8. .0 .ng_ Li st th e va rio us pr -,UPTU--20-14--15-,M-ar-
ere fore, quali~ y const~vt~try irrespective of wh
9. Th 1 ' ·
anv manufactunng ac
' I .
4tae U L ExplaID
h rocurement of va
t eP
rio us pr od uc ts.
,-,.er ]
Pl ac em en t of Or de r: of the ve nd or s, th e
At lf f I
A ota tio ns an d ap pr ais al
ly in iti ate d by th e Af ter an aly sis of th e qu
the ve nd or who off ers
th e
be procured. is ge ne ral pla ce s the or de r to
.rement of material t.o act
co nc ern s, an d by th e_ \Ja] 1. pu rch as e de pa rtm en t
1. Reqw l in case of manufacturmg ms .
.
pr od uc tion con
tro mo st ad va nta ge ou s ter ly is rej ec ted is 'th is
is
facturing concerns. of ten he ard wh en th e su pp d'.
user in case of non-manu A co mm on co mp lai nt
en t wh en th e or de r wa s pla ce
are given below : 2 t tol d of thi s req uir em
2. Some procurements · un fai r, we we re no ing of su pp ly or d_er
of de tai ls at th e tim e of dr aft 11es
aditional Items : 3. Th ere for e, att en tio n lat er wh en the su pp
A. Procurement of Tr w~ ch th e co mp an y
has em ba rra ssi ng an d co stl y sit ua tio ns
Ev en if the req uir em ent is of tradition~ it.ems qu ali ty co ntr ol sav es ma ny
a. er it to
still worthwhile to ref sta rt arriving.
been using in past, it is of Pr od uc tio n :
g actual order. B. Es ta bl ish m en t e of th e pr od uc t is
be ing
organisation before placin int ro du ce d which wh en th e ma nu fac tur
tha t im pro ved material may have been 1. In th e ini tia l sta ge s
or ma y req uir e a lot of cla rif ica tions
b. It is po ssi ble dit ion al ite m. tim e, the ve nd
nee d of the com pany better tha n the tra est ab lis he d for the fir st
may ser ve the d th e sp ec ifi ca tio ns .
New Products : ab ou t the dr aw ing an s in th e de sig n an d us
e
B. Pr oc ur em en t of e th e in de nt er will ca ses he ma y req ue st for mi no r ch an ge ma ter ial .
pr
_ ~u ct is_bei ng pu rchased for the first tim 2. In so me
du e to no n av ail ab ili
ty of sp ec ifi ed
a When the
uirement in general terms
. of alt ern ati ve ma ter ial fac ili tat e pr od uc tio n
normally mdicate his req rch as ed ba se d as co ns tru cti ve su gg es ns to
tio
of
ic product to be pu 3. It sh ou ld be tak en em en t of th e qu ali ty
b. He may also giv e the spe cif on
so me ca se s it ma y ev en re su lt in im pr ov
ments. an d in
manufacturer's advertise .
that none of th · · the en d pr od uc t. ou ld be as ke d to
c. It may also happen y's requiremen~ ~~ m g products m th e ma
rk et
tia l pr ob lem s ar e ov erc om e, ve nd or sh
meet all the com pan 4. Af ter th e ini
sa mp les .
ditional features are pro . . ec ial su bm it pr ep ro du cti on y ad vis e the
d. In such cases ad vided to me et th e sp fou nd , th en th e qu ali ty en gin ee r ma
5. If th er e ar e de
fec ts of the pro du ct.
requir em en t.
ev en t the de fec ts an d im pro ve the qu ali ty
quality engineers . ve nd or how t.o pr be ca lle d for an d cle ara
nc e
e. This is done by the du cti on sa mp les will
Pr od uc ts 88 pe Pure ca ses fre sh pr ep ro mp le un its ar e
6. In su ch th es e sa
C. Pr oc ur em en t of haser's De sig n: tio n sh ou ld be giv.eii on ly af ter
afford to r of bu lk pr od uc
a No ma nu fac tur er can. manu facture every sm .
gle ite m wh ich
· t 0 makin g of his products.
10 found satisfact.ory.
g~ s Su pp ly :
cal to get some of th In sp ec tio n of Bu lk d, the
b. It ~ more economi ar e be ing inv es tig ate
. C.
e components as pe r th eir ow n pp ly of th e pr od uc t
design manu factured by subcontracto rs. 1. W hil e th e so ur ce s of su
as ing co mp an y sh ou ld ha ve
D. Dete uu . . to be ProcurecI . co ntr ol or ga nis ati on of th e pu rch ne ce ssa ry tes t
rm ng Qu an tit y .
qu ali ty
cti on pla n for th e pr od uc t an d se t up
of store to be fo rm ula ted an ins pe
a Normally the quan tit y ure d is indicated by the
ex pe cte d requireme!; oc us er , facilities.
de ~n din g up on d co mp let ely.
the act ua l . , te .v lot s ar e ins pe cte
b.. While decid ing
. is .
on be
quantity t o Pllrchas 2. In th e be [ inn ing e th e sa mp lin g me tho
d.
co 'dera tw n also given to the economy Which can ~~ at_a tim e, al: ty is found go od , th en us of
ns1 3. If the qu sto pp ed un til qu ali ty
bulk pu rch ase . thi ev ed by is fou nd low , th en ins pe cti on sh ou ld be
4. If qu ali ty
ar e . .
Q. e 1.1 .t. / W ha t
di ffe re nt Pr oc ess es of the pr od uc t im pr ov es
ial :
~ ll le n t?· i:, of Pu rc ha se d M at er
.ex pla in D. Qu ali ty Re co rd fro m va rio us v~ ndor
s
an y on e pr oc un am en t proc es s in de tai l. ~ or d of th e qu ali ty of ma ter ia l rec eiv ed eq ui r ed in
2012.13 1. Pr op er rec be re fe rre d wh en r
•~ ar ks 06 ma nn er th at it ca n
sh ou ld be ke pt in a
fu tur e .
 ►
16 (MFJOE-7) E Qualit
. h h YCo~een
. nced wit t e product ¾d
The quality problems exp ene how th t,
uld also be rec orded. 17 (MEIOE-7) E
z. ove rcom ed sho ey 11,,e
. In add ition to the produc twise records, separate v endor ~i Qu alit y Ma nag em ent / TQ
M
3 . . d Perr0 in que stio n an exp ert
fold er should also be mamtame
.
ttii¾ie ilar ly, if the fin anc ial sta ndi ng of the ven dor is
me nt of the ven do r's capabil . 7. Sim
ma y also form par t of the
stu dy tea m.
4. will be useful in
This ass ess
ity to e)( from finance dep art me nt onl y tho se are as wh ich
uld confine the ms elv es to
future orders. ee\Jte 8. Th e inv est iga tor s sho er in que stio n.
's abi lity to exe cut e the ord
ed ? dir ect ly ref lec t the ven dor ire wh ich the inv est iga tors
q.e us. j Why evaluation of suppliers is need 9. Som e com pan ies hav e got sta nda rd que stio nna
are req uir ed to fill . ire are giv en below :
be covered in the que stio nna
Aaner I t specification and the qu 1
ant ·t
10. Im por tan t asp ect s to
a. Does the ven dor hav
e ade qua te pla nt and
?
ma chi ner y to ens ure

l. Having finalized the produc y to be Pracur req uir ed pro duc tio n rat e the im po rta nt
s of sup ply . e des ire d cap abi lity to ma int ain
next step is to locate the likely sou rce b. Do the ma chi nes hav .
ei!, acc ept abl e lim its ?
nonnally maintains qua lity par am ete rs wit hin
2. An efficient purclwle department reh en siv e list well sta ffe d qua lity org ani
sat ion and a wo rki ng
ts which are of int ere st:::p c. Doe~ the firm have a the qu ali ty
suppliers of the range of produc e comPany of e ? (Th is ma y be evi den t for
sou rce s of sup pl .
y Is no p ~o bl em.. 'I'h qua lity con tro l pro gra mm
3. For traditio. nal items, loca
ting
- use d for pro ces s con tro l).
bl new sources are to be con tro l tec hni que s bei ng er of com po nen ts
pro em anses only when the est abl ish ed. e use con sid ern ble nu mb
uiries are d. Do es the com pan y tra cto rs ? If so
4. 1? such case s the pur cha se en
pr~ ~:: :al ly ~e nt to the
firllls pur cha sed from tra de or
ma nuf act ure d by sub con
~
bst.ed trade directories for
th~ range of
of supply re uir e su n
er pro cur em ent how doe s the com pan y exe rci se qua lity con tro l on the pu rch ase d
rces
5. Selec~on o~ viable sou per eva lua tio n of
ir abilit to ~ . s ~ro pro duc t? by the com pan y? Do es
suppliers W1th respect to the s ofr aw ma ter ial s use d
qua lity of the
as well as~hei r ~t am_thecap aci ty e. Wh at are the source ck to ins ula te
~oouct at _the desired level, ad eq ua te res erv e sto
t f pr uct 10n the com pan y ma int ain is the qu ali ty of raw
al consideration. for placem r sho uld be lim ite d to on] of ma ter ial s ? Ho w
6.
·e pro ved the e: o o
_ rde int err upt ion s in sup ply
those firm s who hav t of . y
ma ter ial s ass ure d ?
h . pac1ty to supply pro duc ies for the pro du ct
quality and quant ity Th e c o1ce can the n be m d required com ple te tes tin g fac ilit
considerations . a e on economic f. Does the com pan y hav e can be ma de if
alt ern ati ve arr ang em ent
. in que stio n ? If not , wh at
is to be car rie d ou t ?
7
·Qae 1.14. What do you mean
b
Y
.
capacity of sup pli er ?
Wh t
a are g.
pre shi pm ent ins pec tio n
Ha s the firm exe cut ed ord er of a pro duc t
an sim ila r to the one bei ng
ain ed.
the diff of thi s ord er mu st be obt
erent measu res to r~;-:--:-::--=s---- con sid ere d ? Ifs o det ail s
rtiP'I'{j'T
----
Anawet, 7 88Sessit?
· ~ 2-011 ·12,Mark o~ h. Fin anc ial sta ndi ng
i. Any oth er rel eva nt
of the com pan y.
det ail s wh ich can ref lec
t the abi lity of the firm
ord er in que stio n.
I. Capaci ty veri.fi cat'ion of prospe ti to suc ces sfu lly exe cut e the em ent of the ven dor
functi v~ suppliers is , the gen era l att itu de of the ma nag
ons of quality cnntrol o c_ tion, which is one o.f the im por tan t j. Fin ally cts and the ir ow n
qua lity of the ir pro du
control ove r the qua litv of Tga njsa
for exercising com pan y tow ard s the er are sig nif ica nt
2.
has ed Product. essential lity to exe cut e the ord
Caodpac1t! verification gen !:c Y takes th fi app rec iati on of the ir abi
not ed.
pr uction reso abilit e orm of poi nte rs wh ich sho uld be
3 Preliminary urces and his ir Proper :~ ey ?f ven dor
's
fac tur ing ?
that the firms~ dy of the daof
ta ~ for the
e of sup pli ers in mo de rn ma nu
IS not capable
ed by the ven d i11sat1on.
Que 1.1 5. j What is the rol
furt b cuting the ord er or lllay itself indi cat e .
on of the firmexe sel ect ing the sup pli ers
4. Ho= er CO~derati
.. eve r, if the finn
. and th
us rul e out Explain the cri ter ia for
capacity may be _look s pro mis ing th
by the qu ~ten detaile d stu d I
UPTU 2013-14, Ma rk s
10 /
5. For acc urate assearned out of the firm 's
J ess me n t of vendor 's Yengineers. Y
whe rever avauab lity ,
e should be utilised · capabi
Snn
6. Por example 'f the ""c iaJ Answer
:
te hn ,1 m uf;
the vendo . elCPerti se Modern Ma nu fac tur ing
d c ol ~ suc h as ch : · ~ct ure by
g h r lI}voJve s A The Role of Su pp lie rs in sim ple sys tem s of r ele ase of
epos1 hon. an e
depanm ent ma y~ =: i
_
. ic processin
n the fi eld fro:0 ;:t trea tmen~ ;Pec1ajised
cess r vatuu
I. Effective ma nu fac tur ing
pla n~e d ord ers, fl exi bili ty
and
pla nni ng
and rap id res pons~ to
cha nge s in ou tpu t
!Deluded in eca pac ityvPro
th e xib le ma nu fac tur ing
. erifi _engi 0 ,, erinIllg t hro ugh the use of fle
ication t
earn req uir em ent s achiev ed
sys tems.
 Quality Conce
Pta
19(MFJOE-7}E
~ ,.,._"t-...r I . good quality ofcom~nent.s and 8 Quality Management/ TQM
~oonsistfntlY roiniIJlise inspection costs at Uh.
~ ~.~ w~h would 1¥1t ~or final) product of high qlla)j:e ...-.r]
~ ~ 1"t also
~ ,w<a< .
guarantee~:
• th developmen
new products in order to impro~
kt e Manufacturing engineering can be defined as the study of the various
Participation m e duce time-to-roar e . . . processes required to produce parts and to assemble them into machines
s. ufacturabilitY and re y' st reduction and quality improvement and mechanisms.
;:cipation in the comp~ . s co blem-solving approach. A. Methods:

=
4. efforts and setting up of aJOffilD~ procy (leading to lower cost and shorte a. Casting Process :
di drive for e c1en r
5. Anever-en ng . ous improvement. 1. In this the metal in the molten state is poured into a mould and allowed
delivery times) and conbt t. n and Evaluation of Suppliers : to solidify into a shape, e.g., sand casting, die casting etc.
B. Ten Con~tio~ :~:ppreciates the management philosophy b. Deformation Process :
l. The supplier un e 1. In this the material is plastically deformed under the action of an external
of the org~z::n~ stable management system. In determi~ing this force, to produce the required shape, .e.g., forging, drawing etc.
2. The ~~pplier ral e...:on should be asked : Is there a quality policy c. Machining Process :
condition, seve qu :iu d .t . This is also known as metal cutting or chip forming process.

V
•
statement that includes objectives for quahty an 1 s comnutment to 1.
. a1· ? the policy im}iemented and understoodt at all levels of the 2. Here, material is removed from the workpiece to get final shape of the
qu ity . 1• ha . di h . . product, e.g., turning, broaching, drilling etc.
·zati01t ? Ia there documentation t t m ca es w o 1s 1ncharge
:SpollSll>le for quality in the organization ? Is there a member of Powder Metallurgy :
topmanagementwith the authority to execute a quality system? Does This is also known as particulate processing method.
the management have scheduled reviews of its quality system to Here the particl88 of various sizes of metals, ceramics, and polymei-s
determine its effectiveness ? .?,tc., are pressed into shape and then sintered to get the final product.
3. The supplier maintains high technical standards and has the capability e. Heat· Treatment and Surface Treaµnent Processes :
of dealing with future technological innovations. 1. These ru~ employed to improve the properties of a work piece, .e.g.,
4. The supplier can provide those raw materials and parts required by th annealing, te,'"..'lpering etc.
purchaser, and those supplied meet the quality specifications. e 2. Surface treatment ,orocesses include electro-platjn~ and painting etc.
5. Th~ supplier has ~e capability to produce the amount of productio B. Techniques:
n ~ or can attain that capability. n 1. There are mainly two teclu~iques as follows : ~
6. ~ere·i_ s n~ d9:11ger of the supplier breaching corporate secrets a Manual, ,!'>. Automated. -------------
7. e pnce IS nght and the delivery dates c be t I . 2. Computers are being increasingly Ub!'ld in design or production cycle of --.. . . . ....__
supplier is easily accessible in t an f me . n addition, the
apart.
communication. There must also be aserms o transportation and
ste
from receipt and all changes f d ~ m~ trace the product or lot 3. Computer aided design and computer a;.ded manufacturing are
8. The supplier is sincere in imol pro u~tion delivery. performing greater role in manufacturing indus-t.7. e.g.,
the supplier have a system co::a:e:t~ the contract provisions. Does
and ~oes that system include
a. Numerical control, Computer numerical and Direct numericai
control machines playing major role in manufacturing.
::ontract review of requirements=~
d tract and/or accepted order require ow differences between the b. Computer aided process planning.
oes the system allow the . 1 . ments should be resolved? Furth c. Flexible manufacturing system.
systeminclude m . . . me us1on of amendm ? • er, d Industrial Robots.
9. The supplier h amtaimng records of revie d ents . Also, does the
such as ISO~an effective Quality syste we _contracts?
m and improvement program
'.~ ~ J;l!•·j What is inspection ? Discuss its different aspects.
10. The supplier has or ISOfl'S.16949.

~ B
Credibility
.
a track record of custo
mer satisf cf
a ion and organization
IUPTU 2006-07, Marka 10 I
~~-~ .I l'Oadly classif Y niethods
~ ,\·. ,
DlanufactUring. lllld techniques used in 1. Inspection is the process of checking and measuring each sampled product
in its finished form during the production process and rejecting or
~-13, Marks 04 I accepting the whole lot of goods on the basis of results of sampled goods
n +-c
 Quality Co
nee
20 (MF)OE·
VE verage
·
manufactunng colh
~ Quality Management/ TQM 21 (MEIOE-7) E
. that an a % f th ~•4Pa11
. ,ed in lnd18 . Of about 25-35 o e turnove Yi~
? Jt 1s obsef"i t f qual!LY h k' r. 7_ The use of quality as a weapon may take othtir fo rms, 1:mch as better
~- ti g at the cos o . curred on re-c ec mg, spotti
opera n . •~costs are in ng a after sales service, and longer guarantee periods.
The inspection - . ss or product. ll.q
3. in a proce . £ 'fi _
8 Any salesman will tell you, that the quality reputation of a company is a
inspecting errors . roducts or services or spec1 1cations b great asset which makes selling very much easier . It also helps in growth
4· You have t.o inspect the p ·ts efore
. . h toother uru · and diversification.
prov1dmg t ero . ndary element of the cost of quality h· 9. A satisfied customer is the best advertisement for the quality image of
5. Inspection co5t 15 a se_caot"d \~th maintaining quality control is t'h'W lcb any company.
· d ti1 tf assoc1 "' ec 8
mclu es ~ cos h
of calibration, t e cos
'
t of tooling and the cost associated with
Pohcy
t?
Que 1.19. \What is service quality ? What are the factors of service
svstem.
A Aspects of Inspections :
a. Stage Inspection :
quality? IUPTU 2010·11, Markt 07 I
This involves inspection of the product after every operation Wh f& . ;
1
· important quality charactens· t·1cs are developed . ere ~r
2. This ensures that the defective product is appeared at the earliest st 1. Strategies that have produced significant results in production are often
this will help in avoiding the expenditure on the further processinag~, harder to implement in a service environment.
defective components. g f 2. Customer service is the set of activities, an organization uses to win and
b. Final Inspection : retain customers satisfaction.
1. In an ideal condition, when the manufacturing operations · 1 d.· 3. It can be provided before, or after the sale of the product or may exist on
, me u ing
process controls, are carefully planned, and supe-rvi
. r fi al . ·" '
·the "ea
re
. b. its own.
necessity 1or n mspection. .,.,.,,.,,..may p" no A. Factors:
2. But this occurs rarely, because men are li~~--ar ak· . a. Educating the Customer :
machine can be erratic and process~ a1 mb mg mistakes, 1. It is part of the normal job of sales personnel.
3. Pinal mspection in addit~ can_never e full proof. 2. Before a customer buys anything, he must know about characteristics
~ e p t f i l lce of;hee~~~d:tppra1sal function includes a and capabilities of the product, to enable him to decide whether it will
meet his requirement. '
- -~__
·r:--i_s. _\Explain 1the effect of quality on sales. b. Maintenance and Repair :

Answer 1 1. The machines and equipments are well designed and manufactured,
sti.µ require attention in the form of maintenance and repairs.
1. The two main factors which infl 2. The efficient provision of these ~ervices will require the following :
price d h . i. Creation of Service Organization :
an t e quality of product.uence the purchasmg · d · .
ec1srnns are the
2. A customer considers the product . 1. The service organization is a branch of the sales department and is
~nown that in a compet'f quality first and later the p . It . manned by technical staff, which has an intimate knowledge of the
3. ~ts_price is too high. i !Ve market, the sale of a product ma;~:ffer \} subject machines, so as to be able to provide advice regarding installation,
t is therefore essential that . operation, maintenance and repair. ·
and maintainin al ' . the unportance of prod . . ii. Setting up of Repair Facilities :
conscious eff rtg s es is realised by ev _uct quality m creating 1. Service and repair centres may be set up and managed by the company
o s are mad eryone m the
enhance the sal e to achieve ah' h company, and itself, or it may issue licenses to other repair agencies to provide these
4· The survival of:~ appeal of a product ig standard of quality to services on its behalf.
i~ od e company d .
pr ucts and se . epends on the . . 2. It will be the company's responsibility to provide repair manuals, the
use. l'VJ.ces, and the ability to ;~~ome it gets from selling training of repair agency staff, equipment, spare parts and other
ii. Hence, the companv f . se is based on the fitness for accessories required for efficient maintenance and repair. The company
as qua}· t fun , unctions c should also arrange for periodic quality audits of the repair agencies.
6. (\.. _,. i Y ctions oncerned With al'
"<=ty is a potent w~a . qu ity for use are known iii. Feedback on Repair Problems :
than Price Fo . ~ pon mcompetit' I
l. Quality engineers of the company should maintain close relation with
to red . r instance a a . ion, SOmetim
labo uce the price of it~ P rticular line of a es even more effective the repair agencies, because many inadequacies in the quality of the
ur, Unfavourable lo~ r oduct due to fact company may not be able product are brought out only during repair.
a ion of the Plant. ors such as higher cost of
 ....."')l.f) i
ii \JIIII'!'
-- - -~---
- - --
----
___ -- - - - ..- - ~ '1ft. nil unusual dofucts.
..,,..-;t'(i (ti rt pt
sh dd be c}1\NU• •...,
Quality Conct-pt$

. t .
d ,, 1tt in unprovt'me n . 1n
~ -,ai..r ~r1:tt·,· . ~ J tl~•t "'-.i"~s r,nil rt .:;1
Qua.lity Manngoment / TQM

6. No th ing is more frustrating to a customer than a protracted

23 (MFJOE-7) E

t l IJ<' '"I' f tht•,-t' i •_t~ • ~x correspondence about the adjustment of a guarantee claim.
'- l'tw .£Ca~~~ il!: ,~ll!~tu.ri~ - .
- .~"-Qtnpn""-'~ofro. arantH and analysi• of olwm. i- I.IL f Wh~t is after sales service ? Explain.
ii- 1•7 :Kxplaio ,ht' ceraa p IUPTU 2015-16, Marb 10 I
OR d .,. ..8 ntet" ? How are they
..,. an
b,· 1'-aJTlllh.
ru-
•1t•r do you mt-an · [pPTU 1()1 l•li, Marks 0~
-- - - - - : - : : -::::--;;-::-:-;----::::-~
fAu1•r
bt-iDI analysed and set ? 1. We know that reliability and maintainability are important quality
parameters for certain types of products .
t •• 1 2. It should be realised th.a t however good a product may be when it is
produced, it is of little use if it cannot be easily maintained in a serviceable
A. Warranty : . . et> policy for which you must pay a
condition during its intended life.
1 A warranty octs_Like M insursnt . alled an •extended guarantee'.
. Sometime, a warran .vis c f bl 3. In addition to the inherent quality of a product, effective after-sales
pttDllll.Dl- th ~ ~ and cover a wider range o pro ems.
z. Min- last longer an a guaran service is an important element in ensuring reliability and
3. A ' l \ ~t v is a legal contract. . maintainability.
4. The t~rms-~f the contract should be clear and fror. 4. Therefore, customers are increasingly becoming aware of the need for
5. Does not reduce your rights under consumer law. an efficient after-sales service and this factor exerts considerable
8. Guarantee : influence in purchasing decisions. The need for after-sales service varies
l. The guaranti., Gf ~;.;iilii.y i.s :primaiJ;· iiii!llllt io prot~t the customer, if from product to product.
t~ :.,~;;ct jjurcnased by him turn out to be defective. _ 5. The minor products for one-time use need practically no service.
2. This oft-en takes the form of an undertaking by the selling com~any, 6. On the other hand major mechanical and electrical products, such as
that it will replace the article free of charge or refund the money if the automobiles, major domestic appliances, and industrial machinery require
product is found t-0 have any defect attributable to improper materials or considerable service facilities to maintain them in an operational
faultv manufacture. condition.
3. Prod~r often uses guarantees to convince customers about the quality 7. After-sales service does not consist only of maintenance and repair
of their products. facilities. It covers all post-sale efforts aimed at ensuring maximum user
4. Therefore, guarantees which are given on a product must be carefully satisfaction.
considered in relation to the quality inputs. 8. The need for these services is felt because of the fact that even with the
5. A guarantee card has following terms : most effective quality control measures, the product may still not meet
a Period of validity, the expectation of the user. ·
b. Liability of the manufacturer. 9. This may not necessarily be due to the poor quality of the product.
c. Procedure of submitting guarantee claims, and 10. It can be due to various other reasons, such as the ignorance of the
d Conditions which make the guarantee invalid. customer regarding product capability, incorrect usage, or maintenance,
C. Analysis of Claim : unduly harsh environmental conditions etc.
1. The adjustment of guarantee claims is generally the responsibility of 11. Whatever be the reason for the product not meeting expectations, the
sales department. user will tend to put the blame on the quality of the product, unless the
2. real cause is explained to him.
~nee the investigation of complaints involves thorough technical
12. An unsatisfied customer is not a very desirable advertisement for the
• '.""ledge of the product, this task may be entrusted to the service
0

engmee~s who form part of the sales department. company and therefore, in its own interest, the company should take
3. Alternatively guarante 1 · be . . pains to ensure that the customer is satisfied as far as possible.
department. e c aim may mvestigated by the quality control 13. In any case, it should be realised that in all fairness a customer who had
4. Often a compromise is found th . paid for the product, should get his money's worth in the form of product
regional service centres ' . e mmor claims being settled by the service. .
quality department. and ID8Jor ones being referred to the central 14. Unfortunately, in India and other developing countries, most ~mparue~,
5. Whatever procedure is ado t d . due to their shortsighted policies, do not pay ~de~uate _attention to this
1
that the claims are speedil pde .'d t should be simple and should ensure aspect of marketing and still man~g~ to remain m business.
Y ec1 ed.
24 lMEfOE-7) E Q u a li ty Con.
c~l)t~
-
-- t c o n d it io n s p
15. This is d the peculiar ro r e v a il in g to d
a rk e a
, a n d t h e un y ' S'1ch
ue to d a e ti ti o
o f goo s, b sence of colllP n
sh or ta g e questi.ol): ¾
custo er . the lti.~
16. H owem se conditions . n fo r lo n g a
n d th o
ver ,
wh ich do not
w ~ nodt : e : :
th e ir a tt itl u e
d s th e c u s to m s e compar(
ch a n ge o e r s will b e for~:~
o u t of b u s iness
17 Im port a n . . ~
. t elemen ts 1n ft.er-sales s e rv ic e s a r e
a :
a . E d u c a ti.o f th e custome
b °
M a in te n ann c e . r.
d
c~ Looking a n d re p a ir w h e r e r e q u ir e .
in to c u s to m e . ts
r c o m p la in
Q u e 1 .2 2 . \D .
if fe r e n ti a te b
e t w e e n q u a li ty o f c o n f o r m a
o f p e r fo r m a n c e a n d quali
nce. ~
Answer \
A. Q u a li ty o f C
1. I t is c o n c e rn eo n fo r m a n c e :
d w it h how w
th e q u a li ty o e ll th e m a n u ·
f design. f a c tu r e d p r o
2. W h e n a d e s ig d u c t c o n fo rm
n has been e s to
p e rs o n n e l' s fo s ta b li s h e d , it
r p ro d u c ti o n p is t .
le v e l o f q u a li la n n in g a n d m h e t a s ~ o f a ll res~ons1~
ty o a n u f a c tu r in le
3. T h e m e a s u re f conformity. g to o b ta m a
hig h
o f tr u th fu ln e
d e s ig n s p e c if s s w it h w h ic
ic a ti o n s d e p e h th e p r o d u
a . T h e in c o n d s u p o n th e c t c o n fo rm s
m in g ra w m a fo ll o w in g f a c to the
b. P ro p e r te ri a ls a r e o f to r s :
s e le c ti o n o f th a d e q u a te q u
c. T h e o p e e p ro c e s s a n d a li ty .
ra to rs s h o u ld a d e q u a te p r
for q u a li ty c o be we o c e s s c o n tr o
n s c io u s n e s s . ll tr a in e d , e x p e r ie n c e d l.
d. P ro p e r c a n d motivated
a r e s h o u ld b e
goods. ta k e n in s h ip
m e n t a n d s to
e. F e e d b a r a g e o f finish
c k fr o m b o th ed
a re o b ta in e d , th e in te r n a .
_reg l in s p e c ti o n
a n d th e c u s
f. S Q C te c h n iq arding th e q u a li ty fo r ta k to m e rs ,
m a n u fa c tu ri n u e s s h o u ld b e in g c o r r e c ti v e a
g p ro c e s s . u s e d to c o ction. .
B. Q u a li ty o f P n tr o l v a r ia
1 erformance b il it y 1n
· The q u a li t! of : ·
product gives ~ r f o r m a n c e is c o n c e
2. I t depends up it s p e rf o rm a n c e . rn e d w it h h o w
on. w e ll th e man
ufactured
a. Quality o . .
f d e s ig n , a n d
b . Quality
3. o
lt c a n b e th· f c o n fo rm a n c e
be . ·
cause p o o r n D e s t d e s ig n . .
-"
p o s s i·b1,ie, b u t
m a k e th e pr-ro ,1 lOTm
an ce c o p o o r c o n fo rm .
duct f '. n:v e rs e lY h a n c e c o n tr o l c9Jl
u n c ti o n c o rr e t e b e s t c o n fo rm a n c e t
c tl y , if th e d e c o n tr ol c anno
s ig n it s e lf is
n o t ri g h t. ,
 Quality Manage
l:ttetl.t
Quality Management/ TQM
27 (MFJOE-7) E

~
2. Organizationa l structures are as van'ed
.f ·
unctions and the men who manage them.
as there are b usmesses
.
o
f
a,nd Design, Quality Functio,n,
. ation sm,cture _;,.B of Quality Value, 3. For designing the organization structure for the management of quality,
QrgatU% . -hnn Eco/W 11
""" we must know the factors that influence this activity are given below :
Decentralizu,,ov ~ Red.uction Programme.
Quality Cost, a. Company Policies and Objectives :

UTLI NE : PART-1 1. An_Y o~ganization exists for the purpose of achieving certain stipulated
NCEPT 0 obJ~ctives, and th~refore every component of the organization should
CO . t' on is defined as, "the process of stnve towards their achievement.
·zation: The organ1za l k to be performed, defining and
Orgalll · g the wor . h 2. A particular management may feel that their products do not require
.d tifying and groupm bl' bing relationships for t e purpose of elaborate quality programme.
1 en •t and esta 1s . th · 1·
delegating authoI'I Y roost effectively toge er m accomp 1shing
enabling people to work 3. On the other hand, another company may take a long term view and
.
may make quality as one of the major company objectives with a view to
objectives". win the confidence of the customers and establishing a positive quality
Quality Functio~s : . d reputation.
a Quality engineering, an
b. Types of Business :
b. Quality control.
l. All business can be broadly categorised as :
Quality Organizations : .
a. Single product line at one location, . a. Traditional business with fixed methods of manufacturing and
b. Multi product coropanY at single location, specific customers.

c. A single product roultiplant company, b. Diversified business covering many product types, and requiring
flexibility and constant innovations to meet changing market
d. A large divisionalised corporation, conditions.
e. Ajobbing company, and 2. In former case the products are well-established and few quality problems
f. A cottage industry. are likely to arise'that's why a specialised and sizeable quality organisation
Economics of Quality : Although quality is a laudable objective in will be required.
itself it is subjected to some economic constraints. Quality improvement c. Types of Products :
be
can pursued only upto the extent to which it helps to set long term l. Quality requirements and parameters very widely with different
profitability. products.
Quality Costs : Failure costs, Appraisal costs, and Prevention costs.
2. Precision machine tools, automobile components and sophisticated
electronic equipments may require elaborate measures such as design
evaluation, process control and after-sale services to ensure that the
Questioos-Answers product meets the customer's requirements.
3. Thus quality organization will depend upon nature and needs of the
Long.Answer Type and Medium Answer Type Questions industry.
d. Company Size and Organization :
1
Qpe l.L Explain the organization structure and designing of an
organization.
1. It should be clearly understood that the quality management is a staff
and service function and exists for the sake of providing services to the
other sections of a company.
.~ 7 2. The organization size should be such that expert advice on all matters
related to quality is available to the higher management .
'

A Organiza,tion Structure :
1. For the management of an ac . . 3. The organization structure of the company itself suggests the type of
.
be adopted. Y tiVIty, there is no single system which can quality organization that may be required.
 lcJ1 lll Jity

••111()f, 11
~(Jnl'"

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E
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wi th th., 1:m l t t, 1111 , r ;i ,
•
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t\
'1'111, r1.r, " 011111t11 )Ill ,,I • 'lllll th.._
I. 'Iii 1ht1lll'ri(1rill .""' 11 It. 111 1,vi,l1•r. f1 ,f 1.t.,, 111,!.1 11, 11111 " "A' ,,t 11 -~ ,ll r, ..-~
1 It ~, urlli w1. ht1111l m11t .
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thlll l\111111d hill I fl~ ...
ll •~,w r11,;1111 ry . . , who Hr11 ;, 111r1111iq•il IJ1 ,1,.1 t tl' 11l1 1111 LI.tr,!( •hij .
:l . if or1,1 11n1 r.11t.11111, ,. ,
tht•r1ur1ht y I fl. It c'(Jflllill l i4 11f l11llow1nu thro,1• t(l ,. It. 11 l,J1i, l rt t h11 ,·,, rn ;rl c viil 1111t. u, ri 1,f 11,d 1v1d 1,r,I th l'llnli11t1,,fl.,_ , lJ1 11I
or nn orl(1lnlr.11tlo . J>t : , , f'11• (; l.1 V11 11ll lf1 0 W l 1'11 0 fll.
n. l}(111l1Cn - d ( tr()uplnll or Job• I
"· Id c,nttno11tlnn llll I t ~ ·ol'riod out. for l Iw or h'u,vt1111ont of ,,1..1 II. Tim pn,1,1 r1;11r. 1,f 1111loict.ria l11111U•m, 1L •v1, l11 p ffln 1t 1,f rww ll·( l,n111w·• lu,•
Vlll·iuu11 tn11k~Llllll hr1vo t~, l( c l!J~ lc•d V• U,,. d•1Vf,loJ)m o11 l of'l uq,<•· 1rvlu• Lri11 I o rv.iin1 'l.;11. 1, , ft i; w1 l11 n11jl\.,l,lr,,, t.
1. 1. t1t, idonll fi1,1i. , . ,I 1111(1 rn ulW1;vol opcn 1\.11,n11.
1•.• itrc,1,1potl anto ,wl.!4 or 1
1111111
orn1 11r job" t.h1.1i
"" 0 tlllikll ~hookI tIlll ll lJV r- . , ·1 , , can ti. 7. 'fhmm tl uy 11 , l hu li uHlno,uc hi.1 111 u, f tte11 m 11'ly prc,blr·rn• du,• to
~. J 1108 . . . individlllll t! hov111~ HlfTII ur trom.ana Und t !\
n1rriod out. by ono OJ moru . llq)a
u. lncru11Ho in I.ho prod uct u rrnvlr• xily uw l 111u· of' oP'•rut.u, 11
r A tho rlty and Rc11ponsibllity :
b. Allocation o u b. 8 tifT coml)Olition al na ti,m ttl and 1r1Lc1·n ation u.l levr l1t
1. Ln this Hlep allocotc specific_1<~•~s of jobs lo thti ~hflrJ<o of indivldUIJa
A. Du tie, of Quality Staff:
whose authority nnd respons1b1hty ttre d ro rly dohncd .
2. Also an effective method for the pa&'!ttgc of in8tructions and advice froia 1. To dt..:11ign the pla ns , procedure1,1 und mot hn<lt4 for adu cv in~ qm1lity
the management and fe edb ac k from th e low e r ranges of th1 aMsura nce .
organization should be devised. 2. To establish controls al all stages of manufad.uring this includf-s !!pCdfying
c. Establishment or Co-operative Relationships : quality control me thod s a t in comin g ins pec lio n , at stu t ion s of
manufacture. at fin ished goods ins pection, and a t sh ipping.
1. In any ~~~~Y different groups perform various jobs according to their
respons1bihttes, yet the work of each and every group contributes towarde 3. To establish standards of quality a.'! for appearance, unjformjty, colou n,,
the attainment of common objectives. to minimize the di s putes between inspection a nd product ion.
2. To e°:5ure that various. groups work as a team and their work ia 4. The quality e nginee r specifies the inspection a nd l est equj pmf' nl whic h
co~pl~en~y, co-operative relationships should be established between will be used for qu alit.y ·evaluation .
vanous mdJVJduals and groups. 5. To develop new and improved testing methods an d techniqueR.
3· This aspect is of great importan · al'
quality cannot be built into the c~n qu ity man~gements because the 6. It pre pares the programme of gauge maintenance a nd cont rol.
because 'quality is every , prb . uct by the quality organization alone 7. lt is the responsibility of quality st aff conduct special economi c st udi es
one s usmess'.
pertaining to quality costs with minimum total cost as the objeclive1<.
QHU. ] Advice the organiz . 8. It is responsible to conduct a dynamic qualit y orie nta t io n and training
ali at1on structure needed to deal with
progr a mm e which meet s the nee ds of Pac h leve l of wo rk er s a nd
Anawer J
qu ty problems. Write the d t'
u let of quaJity staff. s upervision effectively.
9. To create quality- mindness in the organization.
I. For a very small establishme t
may no need for any form 1 n co~prising of only a few persons there Que 2.3. \ Wh a t are the different types of organizational
2 '1'1. ,_ ·
a orgamzat ional · '
. • •utS may be so be structure structures? Com ;-l" re them on the basis of inventories, quality,
they know th ., . cause everyone full d .
3. On the th eir lin:uts of respongibili·ty un,d erstand.s everyone else and productioh planni r • and control.
0 er hand i . . Yan aut.horit OR
proximity of the ' n _a relatively lar e . y. What are the different types of organizational structure? Compar~
4. But b boss 1s absent. g company the lx!nefit of the close them on th e basis of inve ntories, quality, production planning and
Y the orga · .
relati ons and redn12at1on st ructure . control, set up and throughput. issues with suitable examples.
.
takes pl=~
---=.
uc:tion in the cl.- - ' creation of harmonious burotll
'l<lllces of ·
misunderstanding and error,
UPTU 2011 -12, Mark• 10 \ I
 Quality Man ag~
Quali ty Mana geme nt/ TQM 31 (MFJ()E-7) E

,:tt. . t t.mes of organizational struc tures

.
'1!4 _;.."'"'3 -_tfit'_ (lllJeren ; r-· .
r - 11- · Chief Executive
l. r vuv1'1.Ilg are
, . 'AM!UOD:
A Sin,te Product IiJte ai "{loe_~ Quali ty Produ ction
-----
In this case, a med ium~ cornpaDf !i ~vin g one basic
product liQe mana ger mana ger
1.
---- .... ---... Of
compres..~rs for indu...<:trial u...~- Produ cts
Foun dry Produ ct Produ cts
~ are .
~
D,E, F&G
2. All company operations including design and m a n A B&C
out at one locatio n.
'· -,
3. A singi€ JrOduct oriented quality engineering group
will be mo ' Proce ss Process Process Found ry Incom ing
re e ~ Quali ty
and economical a.s shown in Fig. 2.3.1. en_g ineeri ng control of control of control for inspe ction mater ial
produ ct produ cts produ cts inspe ction
A B&C D,E, F&G
Chief EU(utive
1
,.
'$
Inspe ction Quali ty
Quality Production control
manager equip ments
manager plann ing
desig n &
fabric ation
Quality Process Incoming Final Test
engineering quality material inspection lab Produ cts Produ cts
controi inspection A,B& C D,E, F& G
r-
Foundry Machine Electrical Assembly
shop shop

C. A Sing le Prod uct Multiplant Situa tion :

Foundry Machining Electrical Assembly
a relati vely large comp any
1. The Fig. 2.3.3 shows the qualit y organ izatio n in
~ Ml: with more than one manu factu ring plant for the same produ ct.

the vario us plant s

B. MultiJJl'Oduct Co111pany at a Single Loca tion : 2. It is possi ble that the mach inery and equip ment in
er of plant s would have
may not be exact ly simil ar, since the numb
are organised there fore, the plant s estab lished
I. In tlris""' the manufacturing operations of the oom -ybasis. incre ased as the comp any grew and
and more autom ated equip ment .
produc t line system, rather than on a funct ional later are likely to have newe r
on the
ions that are indep enden t
2. PmdUct, of •snni! . shol"
. . ar nature are grouped in production
', thatt he 3. Thus , altho ugh desig n, sales and other funct
alise d, engin eerin g is
of produ ction techn iques have been centr
80
same plant may be utilized for different produ cts. plant mana gers.
decen tralis ed and place d unde r the respe ctive
product.
3. In this, cont.,,) also includes the flQa) inspect, 00 of the
designy.of;n~pect·10 • . . d fior reaso n
4. Theeconom ' '
of ""' n equipment 1s howe ver centr a11se
 Quality 111.~

~
Quality Management/ TQM
33 (MFJOE-7) E
Chief Ei ecufrie
E. A Jobbing Company :
Quality ~ ger production 1. The main characteristic of a jobbing company is, that it has no specific
line of production. It has the facilities of various specialised technologies,
P l ~ B PlantC and is capable of undertaking any job within the capacity of the facility
available.
2. The jobs undertaken are according to the customer's designs and
QC for plant QC for plant QC for 1
~
·t , specifications.
ua 1 B Pant
Q l 3. Because of wide variety of jobs it may require a considerable amount of
engineenng A C process engineering effort.
4. Process control essentially consists of stage inspection which may be
Market General product New design Inspection
decentralised to the shops for smooth functioning.
quality quality quality equipment
survey planning control design 5. Final inspection however will have to be directly controlled by the quality
I I manager to ensure the quality of the outgoing product.

Incoming Chief Executive

Process
Process material
control and
quality Quality manager Manager engineering Production manager
inspection inspection
planning
Fig.W.
I I I
Process engineering groups
D. A Large Divisionalized Corporation :
1. A~ companies grow and diversif~ their prod_u~t~, a stage c~mes, when
Foundry & forge Machining Metal Fabrication
they have to change from a functional to a d1v1s10nal orgamzation.
finishing and assembly
2. In the latter organization, separate divisions for individual or grou!X! of
similar products are established, which are self-reliant, integrated unita Quality Test lab Final inspection Stage inspection
and have semi autonomous status within the overall com pany engineering (decentralised to shops)
organization.
3. Thill also facilitates coordination and the rendering of int erdivisional Foundry Machining Metal Assembly '
quality assistance. & forging finishing
Pi1dJJ:-
Chief Executive
F. A Small Company Working as a Cottage Industry:
Ctuality advisor 1. The size of a company often dictates the size and organization of its
Other staff quality components.
Division Proprietor-Cum-Manager
DiviRion Division
A B C Procurement Mechanica:i. Assembly Quality
<Same as in) & storage components engineering
(division A ) manufacture I
ciuali ty t.Llf,~S:S.6. / Examiner
department
function al 2. A small company neither needs nor can afford a large staff employed
~rou ps exclusively on quality control jobs. After that, certain quality tasks have
to be performed if the quality of the final product is to be assured.
Fig, 2.3,4.
3. Firstly, by delegating some of the quality jobs to tl,e operating staff.
--
~ _. Qual ity ~anag. 35 (MFJOE-7) E
Qual ity Man agem ent/ TQM

~ with ~
n,, oth<' ,nethod· .-hich is follo.-ed '.'-'"ulta neously_ Inco mpa tible Orga nizat iona l Stru cture
and Isola ted Indi vidu als

~
E.
,be combination of ,ariou .s quali I) iobo ,nto • few pos,l !ons as•
O J)e
first ,. and Depa rtme nts :
or tw and indiv idua ls can crea te
5. All tbe quali<' fuDctioOS maY be perfor!De d by only one 1. Diffe renc es betw een depa rtme nts
O impl emen tatio n problems.
Que
.
2-4-1 Working as
TQ uf
diffe rent bst;w
all ;ndividual.. dete rmin. •
"
---.,,
2. The use of multi funct ional team s will help
to break down long- stand ing
to unpl,n1ent M in a Dlall actur,Jllt o,-ga mzat ion. barri ers.
es and Lack of Acce ss to Data
F. Ineff ectiv e Mea sure men t Tech niqu
and Resu lts :
n shou ld be meas ured so that
l. Key chara cteri stics of the organ izatio
AJ1sWer 7 C ounit ment :
'lc•~-ageroent . o . al effort to succee d , t h ere m ust '--
. ue a
effective decisions can be made .
2. In orde r to impr ove a proce ss you
need to meas ure the effec t of
i\. Lack of iuau a,n1zat1on
.
1n order fo r any org ornmitmen t of man agem ent t une a- ...1 impr ovem ent ideas .
1. eroent c ssary for effec tive proce sses .
~ubs tantial roanag . 3. Access to data and quick retrie val is nece
" . ational resources. uruc ated to all Team work :
orgaruz 1. and conti nuou sly comm G. Inad equa te Use of Emp ower men t and
co roust be C1ear )
and, at least in the begin ning , a
2. Th e Purpo"'" 1. Team s need to have the prop er train ing
· · 1 fTQM . facilitator .
personnel. .-t ntlv apply the pnnc1 p es o
,1anag ement roust cons!:, e . mend ation s shou ld be follo wed. •
3· · · t' al Cult ure ·. 2. Whe neve r possible, the team 's recom
ility to Change Orgamza ion d ·11 . make decis ions that affec t the
B. In 8b
's culture is difficult an w1 req111re as much 3. Indiv idual s shou ld be empo were d to
.mg an orgaru·zation on of their custo mers .
1. Chang · efficiency of their proce ss or the satis facti
as fh·e \·ears. emp owe red team s.
als resist change they become a~us tome d to doin
g a particular Que 2.5. \ Disc uss the adva ntag es of
2 Individ.u
.
process and it becomes the preferred way. \ UPT U 2012-13, Mar ks 04 \
3. Management must understand and utilize
the basic conc epts of change.

4. Following are the basic concepts of chang

es :
Ans wer I

a. People change when they want to meet their own need s. know ledge able than one.
1. Team work , beca use many head s are more
r that serve s the ties that can be used to solve
b. Never expect anyone to engag e in beha viou 2. Each mem bers of the team has speci al abili
) ha s been given.
organization's values unless adequate reaso n (why prob lems .
move d from a state of n cann ot be know ledge able
c. For change to be accepted, people must be 3. Many proce sses are so comp lex that one perso
fear to trust. conc ernin g the entir e proce ss.
C. Improper Planning : ofits mem bers . The inter actio n
4. Second, the whole is grea ter than the sum
. ed the contr ibuti ons of each
· ·
1. All constituents of the or gamz
. ation must be invol ve d in the deve lopment with in the team prod uces r esult s that exce
ufthe · 1 .
tmp ementat10n plan and any modifications that occu r as the plan mem ber.
evolves. each othe r that allow s them
5. Thir d, team mem bers deve lop a repo rt with
2. ..lfhe particular importance 1. th to do a bette r job.
personnel during the d 1s e two way comm unica tion of ideas by:ill
·
eve opment of th e PIan and its impl ementation. oved comm uni catio n, thereby
D· Lack of Cont' 6. Final ly, team s prov ide the vehic le for impr
solut ion .
. tnuous Trainin incre asing the likel ihood of a succe ssful
l. Training and educatio . g and Education • ·
.
are ongoin proce sses for ever yo ne in tbe
. n s.
organizati
on. g Q u ~ Exp lain the qual ity func tion
2. Needs must bed et ermin .
'I' . . ed .
raining and ed . and a plan d Ans wer \
conducts the t u~ahon are most ef'{'1ectiv e:elo ped to achie ve those needs· two distin ct grou ps, name ly :
h nt 1. The quali ty funct ion s can be consi dere d in
ra1n1ng the Prine· e w en senio r rnan ageme
on 1 1
P es ofTQM .
 Q ua l it y Man ~ lt l~
- - ----- 3 7 (~ 0 E -7
)E
. ~ .-,.p "'l E
311 (. II U !, t~ ,
~ Qua li ty M an ag
em en t I TQ M
. . d
e-e.nng. an ctly
.-\.Qualiry E.Qg1D A n sw er performed dire
e qu al ity fu nctions ar e to be
ontrol . l for al l th
B. Q ~ilit y C 1. It is no t es se nt ia
A. Q ua li ty
't'l .. : _
ro m
.
pn
•
~ so
f.: ,~.- -al
. -.
:
E n g in ee ri n g t st af f functions as ,l·
i.s .
g. an d pl an .r
.
ung
el l as
O
f
qu al ity during
u:
ac tiv.it ie s co llnec.tA_.

2.
by th e qu al ity
de pa rt m en t.
ov er al l co m pa
ny po lic y, th
n of va ri ou s qu
B as ed on th e e m an ag em en t, th e allocatio m ax im um efficiency an d
ag er m ay
e qu al it y m an ity ta sk s
al
uu ,- firun
l.
\rit h the de n• Jo pm en t de th
re co m m en d to which ca n pe rf or m th es e w ith
pr ep ro ductio n
st ag e . to th e se ct io ns , st ag e an d
,·e n be low : coznP&n ec on om y. ocess co nt ro ls s, if th is
w or k elem en ts ar e g:i po li cy o f th e op er at io n of pr
shop
2. It. ..: m ai n e _q u~ t: Y nc tio ns like t he th e pr od uc tio n
t o?
th e m a n ~ men al lty obJectiv e~.
th 3. So m e su b- fu ec tio n m ay be de le ga te d to n.
a. Ad, ic e to qu in te rs ta ge in sp flow of pr od uc
tio
en ts and the
n realis tic al
an d la_,i ng dow in th e sm oo th rol, ex ce pt ac tu
st ~m e~ ·s qu al ity re qu ir em m ea su re he lp s en ts is in w ar d m at er ia l cont ng de pa rt m en t
rs is of th e cu w or k el em e pu rc ha si
b. T he an al aa on s. Si m il ar ly so m e st in g m ay be tr an sf er re d to th
design specific a vi ew t 0 4.
d te bl e.
fo rm ul at n of
io
of pr od uc t de si gn w it h in sp ec tio n an
m pe te nt pe rs on
s ar e av ai la
w an d e,·alu ab
on
st s. if te ch ni ca lly co
c. T he re ,i e d re du cing qu al ity co ta ge s: uc ti on an d le
ss
ov in g qu al it y an t sp ec if ic at io A A d va n fl ow of pr od
im pr
da rd s pr ep ar at io n of pr od uc an ce . ns. ne fi t is th e sm oo th
D ef in in g qual ity st an su re qu al ity co nf or m T he m ai n be t friction .
d. s cont ro ls to en et hods in te :r de pa rt m en
Pl an ni ng pr oces in sp ec ti on m m ea ns th at ,
nt ro l te ch ni qu es an d n ta ge s : ac ti on s, w hi ch
en t ofqu al i ty co
st eq ui pm en t. B . D is ad va in sl ow er re
er ti m e is ta ke
n
e. Developm gn of special te ba ck loop re su
lt s
re la ti ve ly lo ng
ud in g th e de si
al ys is o f qu al
it y co st s. T he lo ng er fe ed e pr od uc t, a ia l nu m be r
in cl s, an ct s ar is e in th us a su bs ta nt
ess capabi li ty st ud ie sh ou ld an y de fe m ea su re s ar e ap pl ie d an d th
Con du ct in g proc og ra m .m e. ve in th e m ea n ti
m e.
f
ni zi ng tr ai ni ng in qu al ity pr be fo re co rr ec ti m ay be pr od uc ed
d orga od uc ts
g. Quali ty au di t an of de fe ct iv e pr
o ex p la in h ow
ol : f qu al it y ua li ty di re ct or ". A ls
B. Q ua li ty C on tr
with the in te rp
re ta ti on an d im pl em en ta ti on o
Q u e 2. 8. I
E xp la in th e
ro le o f "q
g d if fe re n t le ve ls th
ro u gh d if fe re
nt
1. It is co nc er ne d r co or d in at e
am on
it in g et c ?
ch ar e ai m ed su ch d ir ec to tr ai n in g, au d - a _rk_s_0_6......,j
_2_0_1_2--l-3,-M
pl an s.
st -p ro du ct io n te st in g, w hi em en t p ra ct ic e li k e
~
/ U_ P _
T U
es of in-process
and po m an ag
2. It compris od uc ts .
th e qu al i ty co nformance of pr
at en su ri ng
:
ar e given below ri ou s p o in ts
of
T he m ai n works co nt ro ls at va st at e m en t,
3.
hi ng qu al it y p ro ce ss A n sw er ne l, th e co re va lu es, vi sion
in es ta bl is an d ca li br at io
n
in pu t from al l
pe rs on
a. Assistance m ai nt en an ce D ev el op w it h en t.
in g pr oc es s, I. qu al it y policy st atem nu al qu aJi ty
m an uf ac t ur ent. em en t an d
al s an d th e an
control equipm oble m s m is si on st at w it h go
in so lv in g qu al it y pr ra te gi c lo ng te
rm pl an
n of defects an d
as si st an ce
nt ro l m ea s ur
es .
2. D ev el op th e st w it h ob je ct iv es .
b. Investigatio em en ta tio n of qu al it y co im pr ov em en t
pr og ra m
n and im pl ir ed an d ni ng pl an s.
during productio ti on w he ne ve r re qu to ta l ed uc at io n an d tr ai al it y.
stage or in te rs ta
ge in sp ec
th e en d p ro d u ct
. C re at e th e co st of po or qu
c. Orgaru_zing th e qu al it y of
3.
nt in ua ll y m on it or th e , ap prove
inspec tio n to as se ss
u ct is D et er m in e an
d co
fo r th e or ga ni za t io ns
arranging final th at th e p ro d 4.
e pe rf or m an ce
m ea su re s
ag in g to en su re D et er m in e th en .
e qu al ity of pa ck
rd s. an d m on it or th e pr oc es se s,
d. Checkin~iththstand tr an sp or ta tio n ha za 5. fu nc ti on al ar ea s,
at im pr o ve th
able to w e Q u al it y th os e fo r th e os e pr oj ec ts th
sa ti sfactio n.
m pl ai nt s to th
deli t d t d de te rm in e th
e. Feedback of e~ a a an cu st om er co C on ti nu al ly te rn al an d in te rn al cus tom er
ex
. eerm . g Section. 6. ose th at af fe ct k grou p te am s
Engm pa rt ic ul ar ly th t an d de pa rt m en t or wor
oj ec
d th e ti fu nc t io na l pr
Clue 2.7.. 1n
Explai
ec en tr al
·
iz
d
at io n o f q u a lit
y fun c t·io n s a n 7.
E st ab li sh m ul
an d m on it or th
ei r pr og re ss .
d'
advantages and is ad va nt ag es of it.
 ~ Quality Man
,
~~,~-
_ _..---
d,:"°'d S)~tem kl acco•--Unt. t~
!IE .--- ,--- ------ -------
;uo" ~• '
Quality Management/ 'l'QM 39 (ME/OE-7) E

--
- ~sh",.,,.,. ~·• th< rc<'i<" O>t1.
...
9. The differenc e between the value and the cost of a product at an y
particula r quality level represen ts quality contribu tion.
~
Est-~ 1
11 • ,1. • liii•1•1wss.
·i,·s.\'o1·i,1
"' 1 nc: · jrs of qus l •'t y value
. tbt> eroooJJl al)..a 10. Thus from the economic point of view , it is the middle quality level
Qo"IJ' I E•P1.,n " l'- which gives the maximum benefit.
c0ot.ribut.io"· Que 2.10. \ What do you mean by conform ance of quality and
~ , d . _.
forre for anYindustrial enterpri se econom ics of quality of conform ance? Discuss various types of cost
t r,.n,nii<"' th• " ", O!!
. •n of an industry 1.s to :secure
- economi•c g. . related to quality ? How the total quality costs can be optimiz ed for
8Uls ~~
-
., 0,,.r,h•••ru•" - 1
an ·organiz ation ?
•
f,,,,, of p1'1fiL ...
., Thi'qualitY of a product is subjt>cted to the law of supply and d Answer
.,_ . . . em
th• ,.,,., mruiner a; th• pnre • ""1 ii, A. Econom ics of Quality of Confor mance :
_ The demand for higher quality goes on increasing as improve d
1. Quality of conformance is an index of the extent to which the product
4 ""m,d," ·ru\able ttl customers. Prod~ confirms to the design.
5. Quality of a product. although an int.angible factor in itsel .
produt1ie , ,lue. 2. All quality control activities during manufac turing are aimed to achieve
f, ll!ves U-
quality of conformance.
3. However, quality conformance also costs money , as such the quality
manager has to keep a strict watch on these costs.
4. He should plan his quality control program me in such a way as to ensure
minimum overall quality costs. For this it is first necessa ry to know
what constitu tes the quality costs.

1
..,
5. In quality control practice, any costs which is incurred to ensure that
the
outgoing product is of requisite quality termed as 'Quality Cost'. This can
be divided into three parts :
t
= a. Failure Costs :
1. Internal failure costs, such as cost of scrap and rectifica tion and
reductio n
> QualitJ·
in the sale price of 'second' quality goods .

,
----f- <.. :OtJ l .
. . "6 2. Externa l failure costs, such as replacem ent during warrant y period,
, i' Maximum ' ' , lJt · expenses on investig ation and adjustm ent of custome r complai nts .
' I
,' X mntrihution , "o
' , -, b. Apprais al Costs :
,' L L \ l. This represen ts cost of inspecti on and testing during various stages of
p Q
Increasing quality -+ manufac turing, as well as inspecti on of incomin g materia ls .
2. The cost s associat ed with evaluati ng of product s , compon ents and
Jig. U.L odu<I purchase d material s to assure conformance with quality standar ds and
6. To"Pl'rec',at, tbe "'D<ept of <JUality value, let us suppose d ade B. perform ance requirem ents are called cost of appraisa l .
-; that a pr
<.n be -ufattnr.d at two quaJ;t:i levels, as grade A an gr oduct ;, 3. ln other words, the cost of evaluati ng quality and cost of identifying and
It can
F,g.
be,,.,
from the tost eun,, that as the quality of• P;hown ill
l .9.I. th, Cost ''Ends to n.., at an increasmg rate as
segregat ing nonconforming parts and assembl ies in known as appraisal
u,,p,""'1. I cost.
c. Cost of Preven tion :
g O:i ,i,. other hand. tbe •a!ue ""''eshows an opposite tendency' , ,eel L 1t consists of the cost s associat ed wi.th personn el engaged in designin g,
th, •aloe
Qt.alit\· ~a.ses - ~hicli
of the p,;,. . t'-l~ "'"' ·
~..s-vmer . W1. u·ing t o pasy for 1ropro
is
·ntba
impleme nting. and maint aining the quality system.
· · "'•~ ''"" assho~-,, in Fig. 2.9.1.
 Quality Managellle

40 (MFJOE· 7) E .
----- ---~
to IllUlirn
and appraisal costs a Quality Management/ TQM 41 (MFJOE-7) E
. d to keep failure
. 'lllti.
2. These costs are mcurre rty system me
. ludes auditmg the system.
. 6. At quality level x 3 the total quality cost is y which again is higher than
3
Mai·ntaining the qua Jf ahty • l ing cost of documenting, Pi'oc y 2 , but it mainly comprises of preventive costs.
3.
. . !udes cost o qu_ . · P ann , .
d costs associate d wi'th preventiesa 7. Therefore from the economic point of view, quality level x , where the
4. Trus me , st of traunng an Ilg 2
control cost, co total quality cost is minimum, represents the optimum level of the quality
recurnn· gdefects. . bl between pro d uc t s an d companies. · of conformance.
t ary cons1dera y
5. Quality cos s v . h uality of a product is of great importan. Que .2.11. \ Explain the planning of cost reduction program.ines.
·· ·
In competitive mdustnes w
6 . l ere qent of the tot al pro d uc t·ion cost, as such' ~
. ·t ts form s1zab e segm b . d' . 1·
quah Ycos t" l for cost reduction y JU ic1ous app ication of ~swer '\
there is a great poten ia
quality control programmes. 1. The importance of preventive quality control programmes for reducing
quality costs needs no emphasis. However these programmes themselves
B. Optimising Quality Costs : 1 t d t th
. of qu a1·ty cost money and the resources at the disposal of a quality manager are
l. Analysis 1 costs show that
. these are re a e o equality of
often limited.
conformance of the manufacturmg system.
2. Therefore, these should be utilized in such a manner as to yield maximum
2 The quality of conformance in practical terms means, the a~ility of the results.
· process to manufacture a product which fully meets the design quality
requirements. 3. Only such quality programmes should be undertaken which can quickly
show results and prove their effectiveness in the cost reduction.
3. The total quality costs comprise ?f tl?-e above mentioned three elements
in varying proportion as shown m Fig. 2.10. 1 . 4. This will win the confidence of the company management and generate
' a great interest for quality programmes.
5. A preliminary survey, to detect weak spots in a process can be made by
monitoring the frequency of failure in the process which results in the

I
production of defective jobs.
6. In a multi product manufacturing company, it could begin with the
isolation of the product having a high rate of rejection.
7. In a complex process involving many technologies the preliminary survey
could start from the frequency of different types of defects and their
....,s . •. ·. causes. The cause showing the highest failure cost deserv es first
rr, attention.
0
C.)
\\ :Ya 8. The immediate expenses on some quality programmes may appear good
for nothing, but if they have been selected and planne d properly , these
osts ;_·. are often more than justified in t erms of1ong term gai n s especially in
the case of continuous production processes .

13AD x 1 \ PART-2 \
r100 x:s Good
% defecti ve) l Attitude of Top Ma.nagenwlllt, Co-operation of Groups, Operators
ncreaHing Qu ali ty (non defective)
of conformance ► Attitude, Causes of Operator Errors an.d Corrective MetlJ.OdN.
4. For in15tance at ... . . ll'ia. 2.10,1.
fail . qua1ity leve l x th CONCEP T □ UTLlNE: PART-2
pu~:(: ~ st account for about ?S o;,. ~ tota l quality cost s i 8 _y of which - · - - - -------~
1 Human Factor in Quality Management :
5. . nt10n and appraiHal <:01-1ts , a.nd the: brtlance 2!'i % is made up of
At quality l~vel x tL . The human element is the most import.ant input i.n any indwstrial
and at ti.. · 2 total q l'
,t1 11 level f· LLC
·1 ua ity et,;;t i1,y , h' . e nte rpri se and it is the one , which is mofit diffi cult to control.
· ' a, ure COHti;i arr• . '-·· ~•
• ,1.~ut Ii()'¼ ""0 f tch
h
tH much less than Y1 The hum an problems which affect th e quali.t y of the product
• ,, 1, ' ! total coBt s. h a ve been given below :
 Qua lit y

43 (ME!O E-7) E
42(MfJOE·7)E Qualit y Manag ement / TQM
anagernent, ement
Attitude of top rn and 7. The fact that the quality progra mmes, fully backed by top manag
menta l heads and make
a. f erators, .t will also conditi on the attitud e of other depart
b. Attitude o op nsibilitYfor quah y. the task of the quality manag er much easier .
operators resPo ~rrors : group s.
c. n.u,,rator D Que 2.13. \ Expla in the co-ope ration of other functi onal
causes of vy-
1 Incompetence, d
2: Lack of awarene;~~: of interest . . Answ er
can not
3 Carelessness an for Error . 1. Mere accept ance of quality progra mme by the top manag ement
. ective Measures
Corr k rs automa tically assure its succes sful implem entatio n.
fvation ofwor e , and mme ,
1. Mo i h orkers, 2. Other compa ny person nel may pay lip service to the quality progra
2. Education oft e w co-ope ration can be secure d, the chance s
3 Financial incentives. . . .b ut unless their whole hearte d
of succes s of the progra mme are rather slim.
. Q ality Loss Function .
u L=D2C . ered is the norma l human
L = Quality loss of funct10n, 3. The first factor in this respec t to be consid
where, reactio n to any change .
D = Deviation, and l progra mme may be
C = Proportional constan t. 4. Resista nce to the introd uction of the quality contro
made worse by the fear of loss of one's standi ng.
5. With the advent of~as s produc tion techno logy, maxim
izing produc tion
has becom e the sole aim of the produc tion engine ers and manag ers .
Questions-Answers ceptio n.
Produc tion staff has to be educat ed to remov e this miscon
es the active
Long Answer Type and Medium Answe r Type Quest ions 6. As the implem entatio n of the quality progra mme requir
, they should be involv ed at the
'-- - - - - - - - - - - - - - - - - - - - - ---- --l co-ope ration of other functio nal groups
planni ng stage itself.
during the
2.12.1 Explain the top management attitud e. 7. All affecte d groups and depart ments should be consul ted
Que be encou raged
formul ation of the quality progra mme and they should
tions, which should be
Answe~' .1 to put forwar d their points of view and sugges
given due weigh tage while finalis ing the progra mme.
nies in country have still not realise d ipatio n and
1. :\:a;;:e:;i:~so;fqmualo~ttcompa
1 Ymanagement. 8. The aim should be able to secure the genuin e partic
involv ement of other functio nal groups , so that they feel , it is their own
2· This attitude of the top man . a much .
progra mme. Under such circum stance s the progra mme will have
the departmental heads agement is reflecte d, at all lower levels and
.
resent an unwant ed mterru ' better chance of succes s.
department which is ofte ption by the quality
exc t th · n accused of 'm · d.
ep e1rown'. m mg everyb ody's busine ss Que 2.14. \ Expla in the attitu de of opera tors ?
3. ~::for e the very first job of the u .
progr: :ent about the necess 1t:ltr ~ anager ~s to convin ce the top ~swe r
0
introd ucing qualit y contro l buted by
4. The 8 al bes.
ea ility of th 1. The maxim um contri bution to the quality of produ ct is contri
the operat or.
successful ap 1. . e Plan could be enh anced by · •
- P 1cation of • . . givmg examp les of the
u. Once the I sunilar progra 2. It is he who actual ly builds quality into the produc t.
understoo~ ~ a_nlldbethe benefits wh· hrn~es in other plan.
3. His attitud e to work is a decisiv e factor in determ ining the
quality of the
6. l\fte ' w-i ave I ic Will o f
_r the qualit ry ong sighted ccur rom it, are clearly produc t.
adVJ.sable tha . Y Plan has bee rnanag eme nt. 4 - Unfor tunate ly, the persis tent idea of moder n manag ers for higher
Presenti t it should be . n accepted b
ent of
ng the essential Introduced by th Y the tnanag ement ' it is produc tion has affecte d the attitud e of the operat or to the detrim
s of the 1 e chief quality .
P an to all k execut ive himsel f, by
ey Person nel.
 Qua lity Mani:i ..
-i581tte
. . ----.....:.._-.e~ 45 (MF JOE -7) E
OE-7 ) E Qua lity Man age men t/ TQM
44 (MF) d t"vity so that 1t incl ude s qua lity ----..;:
Ofthe
pro uc_, .
. dto rede fine
5 There is a ne~ ·r to its qual ity.
R .., _ b. Lac k of awa rene ss, and
ion .
product also in addi qual . e-awaken the spir it of craf tsrn, ~L. - Car eles snes s and lack of inte rest .
.. f ity w1 11 r •up c.
Due recogn1t1on o . f k
6 . . a. Inc omp eten ce :
. and pride in the quality o wor qua lity con form ance only ifhe has
__ ___, { ope rato r in the qua lity ? 1. Ope rato r can be exp ecte d to achi eve
1
Que 2.US. Exp lain the ro e o the nece ssar y skill .
1 / UPT U 201 2-13 , M a: ~ 2. Som e ope rato rs may be able to achi
eve the qua lity targ ets cons isten tly,
ntai n the requ ired qua lity leve l in
whi le othe rs may not be able to mai
spit e of thei r best effo rts.
ning the
1 h .
3. Onc e this defi cien cy has bee
n iden tifie d the rem edy lies in trai
An.-w.er ask the ques tion s, as to w o is ultiz nate J nec essa ry prof icie ncy in thei r job.
will be inter estin g to
or the ope rato r ? 'I'hy ope rato rs to ena ble them to acqu ire
I. It 'bl fi r the quality the man agem ent ..... e
e o rally depend upon· the quality
situ atio n of the com p -.Y. b. Lac k of Aw are nes s :
respons1 ·11 thei r
answer wi gene . are mad e by the ope rato rs with out
g?od qual ity of thei r pro duc t, the 1. The re are som e erro rs whi ch
2. If the company is able to maintain bein g awa re of it.
managem ent may take the credit for it. as
mak ing the proc ess as full -pro of
Will Suc h erro rs can be min imiz ed by
3. On the other hand if the quality
of their p~oduct is rat_her poo r they 2.
~lamt abo ut his lack of inte rest possible.
generally blame the workers and com tha t the job is corr ectl y pos ition ed
of the work man ship . 3. Use of jig and fixt ures whi ch ens ure
aod loss in the pride for the ope ratio n.
bilit y to prov ide the ope rato r with the rs are prop er ligh ting , clea n wor king
4. It is the management's responsi Oth er mea sure s to redu ce such erro
cise effe ctiv e con trol ove r the 4,
nece ssary means by which be can exer con ditio n etc.
process. This involves : Int ere st :
supposed to do. c. Car eles sne ss and Lac k of
a. The oper ator must know what he is r's erro rs are cau sed by this fact or.
he can kno w the resu lts of his 1. The maj orit y of the ope rato
b. He_ must have mean s by which nter est is the lack of kno wle dge
abo ut the
action. 2. The mai n cau se of his disi
ess, shou ld the resu lts be prod uct.
c. He m_ust be able to regulate the proc par t of ope rato rs to the qua lity of
pro duc t
unsatJSfa ctory . 3. See min g indi ffer enc e on the bad jobs .
t to prod uce
it no d d is not due to the fact tha t they wan
5. After providing above means to operator epe n s u~o n the of und erst and ing of the imp lica tion
s
ability and the will of the oper ator Ifhe ·s, t'll w
able to ach ieve the 4. It is mai nly due to igno ranc e and lack
s not
qual ity the cause mus t lie with him·.
I I
of poo r qua lity .
n brok en
. on tech nolo gy, the prod uct has bee
6. The causes ofhis inability to meet
th
tyta rget s mus t be inves tiga ted 5. In the mod em mas s prod ucti ker may be prod ucin g
e quah , and a wor
to find s uitable reme dial
measures. dow n into sma ll disc rete elem ents win g tha t they are fit or
, with out kno
thou san ds of sma ll par ts eve ry day if he is not very
Que 2•16, J What are th e caus es of ope rato r' not; und er thes e circ ums tanc es
he can not be blam ed
s. s etT ors ? Dis cus s the .
corr ecti ve measure muc h con cern ed abo ut its qua lity
n
corr ecti ve mea sure s sho uld be take
Dis cus s the diffe rent OR B. Cor rec tive Me asu res : Cer tain
caus es of ope rato to redu ce the ope rato r's erro r :
r etTo rs and ma nag eria l
app roaches to overc
frfp;ri"j:-;;:~;-::-=--=----=----, a. Mo tiva tion of Wo rke rs :
Ans wer 7 o.rne the sam e
· LUPTti 2011-12, Marks 10 f 1. The situ atio n is com plic ated whe
n a wor ker is requ ired sim ulta neo
ed in diff eren t dire ctio ns.
usly

A Cau seso fO to atta in two or mor e targ ets aim

J>erator Erro r . e imp orta nt.
1.Th
e operator's s• 2. To him qua ntit ativ e out put is mor
errors result fr , lity ? How eve r, the situatio n is not
a I
om following th . 3. Wh y sho uld he then both er abo ut qua
nc:ompeten ree mai n fact ors :
ce, as hop eles s as it seem s.
 Qua lity 1\f
~ -- - - --..:: ¾. ~
46 (MFJOE-7) E
b sic conflict between qua ]ity an
~
--=.::__::_---- -- . ed to thd %&.1 \1-:. 47 (MF JOE -7) E
4. We know that
there is no b:t this has to be exp lain e '\\>o 'It) Qua lity Man agem ent/ TQM
d
they are com plem enta ry. r~~ dissatisfaction. The loss is mea sure
d
and his misconception remove . 2. Quality loss resu lts from cust ome r's of a perf ect
inte costs in excess of the cost
y's
. d that it is his as well as the com pan to "' test t1,. in mon etar y term s and includes all
5. He must be conv1nthce required quality level in add itio n eetiti.g -~
4 prod uct. cts
gs such as a resu lt of harm ful effe
......

he should attai n e ~ The loss may include vari ous thin

3. ents , failu re to mee t idea l
r requ irem
quantity targets. to society, failu re to mee t cust ome to com pan y's repu tati on
s, dam age
b. Education of Workers : perf orm ance , add ed war rant y cost
info rme d abo ut the Prod,. etc.
It is esse ntial that the workers are well
. "Cts desi gn para met er dev iate s from the
targ et
1. 4. Tag uch i said tha t whe n the ate .
they are manufacturing. ins to grad uall y dete rior
munication cha nne l be valu e then prod uct perf orm anc e beg rall qua lity
2. This is done by establishing a suitable com t\vee11 5. Before prod uct goes to man
ufac turi ng, tole ranc es are set. Ove
the targ et valu e,
management and the workers. of dev iatio n from
loss then incr ease s by the 2squ are
L= D C
3. The workers are educated about :
whe re L = Ove rall qua lity loss,
the pro spe ctiv e cus t 0 lller D = Dev iatio n from the targ et valu
e, and
a. Company's products , their uses and
s. stan t, it is dete rmi ned by the cost of the
b. Company's quaJity policy and obje
ctives. C= Con
loye d in the fact ory .
pro fita bili ty. cou nter mea sure tha t mig ht be emp
c. Effects of quaJity on company's sales and set idea l valu es for com pon ents
and then
6. To buil d rob ust prod ucts , for com bine d
hods of qua rt squ are of dev iati ons
d. Responsibilit y for quality and met 1
Y con trol being min imi ze the ave rage of the er use r con diti ons ,
employed. ous cus tom
com pon ents ave rage d ove r the vari ing the
tion can be ach ieve d by min imiz
e. Effect of quality errors on the prod
uct and th e con sum er. 7. Opt imu m cust ome r sati sfac
. . qua lity loss .
c. Fmanc1al Incentives : is less cost ly tha n rew ork, and yiel
d bett er
t . 8. Pre ven tion of poo r qua lity
ch ar
1. These are based on piece rate system ' whi e ou put orie nt e d . retu rns . and
2 A
worker does not get paid for .
. very muc h esse ntia l for surv ival
. ch gets reje cted due to bad 9. Min imiz atio n of qua lity loss is al bus ines s
a Job whi com peti tive inte rna tion
workmanship. gro wth of the com pan y in toda y's
·
Financial incentive is a ma·o . . env iron men t.
3.
operators work. J r mot ivatmg fact or whi ch mak es the gra m, exp lain the var iou s step s
in
Qu e 2.18. \ Usi ng a sch ema tic dia
4. As long as finan ·a] . . . se of qua lity .
the worker c1 incentives aretolinked ak
with
qua ntit ativ e out put only the con stru ctio n of the QFD hou
im cannot be expe cted OR
F prove~ent. m e a seri ous effo rt for qua lit; qua lity ? Exp lain it wit h the hel
p of
What do you me an by hou se of
or quality incentiv
5.
measurable in e~ to be effective the u . \ UP TU 2012-13, Ma rks 06 \
t:at !~y of ~he pro duc t mu st be figu res and exa mp les.
quality assessm~:antit_ative terms, so ere is no disp ute abo ut
them . t and the workers kn ow exac tly h . req uire d of An swe r
w at 1s
Wh A Ho use of Qu alit y : ent (QFD)
. at do You 1. The prim ary pt.J m1ing tool
use d in Qua lity Fun ctio n Dep loym
lllea n by qua lity loss fu .
:~explain the effect nct ion ? Ho w doe s is the ho11 se of c1l,. •: +v.
Intnon J>eop) of quaJity and design
e as Well as th 1. asso ciat ed d . . es the voice of the cus tom er into
e ndustria] ecis ion on the life of 2. The hou sP of quaL / tran slat e agai nst
et valu es and mat che s thos
Per son nel ? requ irem ents tha t mee t specific targ
e req uire men ts.
DPru. 2011~ -- -_ ,
· 12, Ma rks 06
how an org aniz atio n will mee t thos
rs con side r the hou se of qua lity to
be the
l. Ta 3. Man y man age rs and eng inee
. .
guchj defina
to the so . ~s qua1, ,.\' of prim ary cha rt in qua lity plan ning
shown in
ciety fro111 t • . '. a Product as th e los · t of as a fram ewo rk of a house , as
tl!tte th 4. The stru ctu re can be tho ugh
. 8 imp art ed bY the pro duc t
' e Prod Uct 1s shi Fig. 2.18.1.
PPed to the cus tom er.
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ID
Que 2.19. J "Batch type manufacturing system has less quality problem than job shop or Mass production c::
e:..
system". Comment on this statement whether it is right or wrong by comparing these systems on almost all
~
issue of PPC and quality. \ UPTU 2012-13, Marks 10 \ ~
I»
::,
Answer \ i('t)

Comparison between Mass Production, Job Production and Batch Production: 8

('t)
::,
....-...
S.No. Basis of Mass Job Batch -".3
Comparison Production Production Production ID
~
1. Meaning Mas s production means Job production means Batch production means
production of one or two manufacture of products as production of a number of
standard products on a large per specifications given by the identical items to meet a specific
scale. customer. It is a special order order or to satisfy continuous
production. market demand.

2. Method of Here, the flow of materials Job production is the In batch production, the work
production is in a straight line . All manufacture of a single content of each unit is broken into
facilities are arranged as per complete unit by an operator a number of operations end
the sequence of or a group of operatives. It is operations are divided into groups
operations. Standardization providing goods or services for the completion of work group-
is th e keynote of mass according to the needs of the wise.
~
production m ethod. customers.

3. Plex:ibility Mass production method is

highly inflexible .
The job production method
u s ing general purpose
machines is more flexible .
Batch production is more flexible
than Mass production method but
less flexible than job production
method.
I ::3
l'!.l
 4. Cap ital
Inv estm ent
Hug e cap ital inv estm ent is
req uir ed du e to the
duc plic atio n of mac hine ries
.
The cap ital ive stm ent
req uire d diff ers from typ e
job und erta ken . For e.g
of
Low cap ital inv este rot is req
as com par ed to mas s pro duc
uire d
tion
'
. a and job pro duc tion
tail or und erta kin g stit chi
ng
job req uire s low inv estm
ent
wh ere as a roa d or dam
con stct ing com par ny req uire
s
hug e cap ital inv este mt.
5. Wo rk in pro cess Wo rk in pro ces s inv ent orie
Inv ent orie s s Raw ma teri als and wo rk
is sma ll as out put of one in Wo rk in Pro ces s inv ent ory
pro ces s inv ent orie s are hig is hig h
pro ces s bec om es inp ut h and larg e spa ce is req uire d
of due to the une ven due to
the nex t pro ces s. and pro duc tion of var iety of pro
irre gul ar flow of wor k. duc ts.

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 52 (MFlOE-1) E

Quality Management/ TQM

PART-1 / 5.3 (MFJOE-7J E

Quality Control Tools, Theory of C~n.trol Chart, Const, Answer

Analysis ofR-chart, Process Capabiltty and Use of Co11,, 1. A histogram as drawn in Fig. 3.1.1, displays the distribution of d-t b

-------E------- ------ bar graphing

. the number
. of units of anything
of defectives monthw1se over a year)
.
m separate categories.
aa Y
(for example , frequency

C □ NC

--
PT OUTLINE : PART-1
2. A histogram displays in bar-graph form showing the frequency with
Statistical Process Control : One of t~e. best technical too1, which events occur.
improving product and service quality JS sta!JsticaJ process con trol (S~1 3. Since random samples of data under statistical control normally follows
There are seven basic techmques : Pareto diagram, Process Pi · the pattern of a "bell shape" curve, this shape of a histogram distribution
diagram , Cause and Effect (Ishikawa) diagram, Check sheet°" is helpful.
Histogram, Control charts and Scatter diagram. 81 4. The first thing a histogram can show is the negative or positive deviation
Control Chart : A control chart is a grap/ucaJ technique in Whir.h from the normal, or skewness of the curve.
statistics computed from measured values of a certain Proc.., 5. Histograms start with an unorganised set of numbers.
characteristics are plotted over time to determine ifthe Process relllaiuo 6. Variable quality characteristics like dimensions of a component or silicon
in statistical control or not.
percentage in steel, etc., have specification limits--0ne-sided or two-
Control Charts for Variables : Control charts based upo, sided. Same is the case with the process parameters like temperature,
measurements of quality characteristics are calJed as control charts
for variables.
concentration, etc.
7. In order to ensure that product or process is within t he specification
Types of Control Charts :
limits, it is necessary that the "average" and "variability" levels are suitably
controlled.
a. X -Chart: Used to control central tendency of the process.
8. Histogram is a diagrammatic and graphical representation of a frequency
UCL=X+3crx ==X+~R distribution table. Ifwe look at the tally bars in the following frequency
LCL = X -3cri == X-~R distribution table, it could be seen that it represents a particular pattern,
there are uniform class intervals. Interval is 10 in each case and it is
b. R-Chart: Used to control the dispersion of the process. called "width".
UCL: D4R Frequency Distribution of Matriculation Examination Students :
LCR: D3R Class Marks Frequency
Process Capability: It is defined as 6 standard d . .
10-20 3
ev1ations.
Process capability = 6cr::: R
20-30 5
d2
Process capability index, CP == ~ 30-40 9

=====================-~ 40-50
50-60
19
6
Questions-Answers
L An --==-=-=----..: 60-70 5
swer Type and M'edj¾ ~swer Type n.. .. t· 70-80 4
ong . ..., • ••.,.
80-90 3
"Q . o 1 . J What is a hiS t ograrn and establish ·t .
Taking the midpoints of the columns if a curve is drawn, it takes almost
~~?
.- ... • 1 S Vit .. 1, 9.
- a bell shape. When such a curve is obtained for certain data, it is said to
have a normal distribution and the histogram is shown in Fig. 3.1.1.
 r"
54 (MFJOE-7) E

25
~ Quality Management I TQM
55 (MFJOE-7) E
/
cC: 20 I
49 %

.u·~l,
ii) I \ ~ 90
::, 15 .,'.j 80
CT
ii) /
-~ ~ ai 10
I-< 60
~ 10 c.2 Q)
-~ 0

26 % 'a .'i 50
g :.§ 40
5
·z 10 % § ~ 30
Z:::: 20 4% 3
0 I , 4% 4% 0 10 ~
Cl 0
oog ~tr .lco
0 o x,~
t--c O 0
35 44 29 47 31
~ 29 31 51
I I / I 35 51 44 47 Coatin g machin e
'"' I I I
o~gg~~~~~
Coating machine

Fig. 3.2.1. Paret,o diagram.

Class mark s
histo gram s by the fact that
11. Paret o diagr ams can be distin guish ed from
Fig. 3.1.1. Histogram_ Paret o diagr am is categ orical, wher eas the scale
the horizontal scale of a
for the histo gram is numerical.
7Explain Pareto diag,-an, and its construction
Q. . 11.2.
?
12. Paret o diagr ams are used to ident ify the most
impo rtant prob lems .

Answer 7
of the items .
Usually, 75 % of the total resul ts form 25 %
13. Examples of the vital few are:
of sales .
J. Alfred o Pa,eto (1848 - 1923) conducted exten sive stud
ies of t!, a. A few custo mer accounts for the majo rity
distribution of wealth in Europe.- the scrap or rewo rk cost.
b. A few processes account for the bulk of
maa, le. Ther e are following
money and Construction of a Paret o diagr am is very simp
2. He found that th,,. we,, a few people with a lot of 14.
weal th became u five steps :
people with little money. This unequal distri bution of data by prob lem, cause ,
integral Part of economic theory. a. Dete rmin e the meth od of class ifyin g the
nonconformity, and so forth .
universal that could I,
3. D,. Joseph JUcan ceoogn;,.d this concept as a and useful many. b. Decide if dolla rs (best ), frequ ency , or both
are to be used to rank
applWd to many fields. He coined the Phrase, vita] few
~
Paceto rnag,.am a g,aph that 'anks data classi ficab
order from left to right, as shown in Fig 3. 2. 1.
4. A
on in desce nd""
the chara cteris tics.
c. Collect data for an appro priat e time inter
val or use histo rical data.
ories from large st to smallest.
d. Summarize the data and rank order categ
g machines. Other
5. In th;, cas,, the da[a dassifi, a,ions .,., '·'""' cf coatin e. Cons truct the diagr am and find the vital
few .
P<>ss.bnform
nonco class,f
le data1t1es, icatrn
and 80
ns,h.', P'Dble ms, com plaints ' causes, typesof
fort
6. The vita] few are 00 the left " d L Que a:i" 7 Expl ain the follo wing :
I tis sometunes necessarv to I.
t,,,, " ·cful many a,e on the right. A Proc ess flow diag ram, and
_,. . . '"" B. Chec k Shee ts.
d-fie attoo "'!Jed ";;h, " ~m ""' ·"''"• of tl,o
use fuJ man Yinto one
"" t,\~ category is used, it is placed on Answer
8. tJ,, fa,
The vertic aj SCale ; 0 doJJ."
right.
ars 1or f h A Proc ess Flow Diag ram :
"- ""rcent of eac
,, a nct the ""
can
case
ry be Placed
Par,.,t., d. aL . t"-- reque ncy
n · l to const ruct a proce ss
In this For many products and servi ces, it may be usefu
9. catego
· · 'JO,e •ie COhirn 1.
doUar8 , - i tagrarns "-'ere Ct,ni;tr , flow diagr am .
10. A.is can be Seto fr, en try activ ity of a make to
0
·f . ·
t., . .

. ur:o t, 11: F,,, '3 ,. "'"'df,,, both fcequency and 2. Fig. 3.3.1 show s a flow diagr am for the order
factu res gaso line fillin g statio n hose nozzJci:L
[l(,nconfollll.iti.e . hu1 ...,. ' L .I rn.athin . ·i,- h order company that manu
service as it move s throu gh
<nach;,,, ; ""'•u;.·,,~~"." .'. h, "'"•test number 3. The diagr am show s the flow of the produ.c t or
'·
the various processing opera tions . The diagr
am makes it easy to visualize
~ -a ~
1
l d(Jlla r va./u.e .
tial troub le spots, and locat e contr ol
the entir e sysLe m , ident ify poten
activities.
custo mer? ''
It answers the question , "Who is the next
,, ----......
"..
4.
 . . Contro l¾ 57 (ME/OE-7} E
r,6 ~7 /E Quality Man agem ent I TQM
also desi gne d to show loca tion .
~
gmg, redu cing, cornb·
, '-provement cllD be accomplished by chan
11" 5. Whenev er possible , chec k shee ts are
i}.
could
or eliminating st.eps. 6. For exam ple, the chec k shee
t for bicycle pain t non con form ities
Hold (cro ss) indi cati ng t he loca tion of the
show an outl ine of a bicycle, with X
non conf orm ities .
7. Cre ativ ity play s a maj or role
in the desi gn of chec k she et.

-
Telepbollf'

Fax
Lqrin
8. It shou ld be user -frie ndly and
of time and location.
, whe nev er poss ible , incl ude info rma
tion

its
effe ct (Ish ika wa) dia gra m and
Letter Que 8.4. I Exp lain cau se-a nd-
nt ?
use d for qua lity imp rov eme
con stru ctio n. How is this diag ram

Inven tory Schedule An swe r ,

is a pict ure com pos ed of line s and
check production
1. A caus e-an d-ef fect (C&E) diag ram een an
symbols desi gne d to repr esen t a mea ning ful rela tion ship betw
effect and its caus es.
Notify custom er kaw a in 194 3 and is som etim es
as to delivery date 2. It was deve lope d by Dr. Kao ru Ishi
or a fish bon e diag ram bec ause of its
refe rred to as an Ishi kaw a diag ram
y acti vity.
Fig. 3.:u . Flow diagram for an order entr shap e.
B. Check She ets : ate eith er a "bad " effe ct and to take
3. C&E diag rams are used to inve stig
re that the data is collected d" effe ct and to lear n thos e cau ses
1. The main purpose of check sheets is to ensu acti on to corr ect the caus es or a "goo
onne l.
carefully and accurately by operating pers that are resp onsi ble.
be quic kly and be num erou s cau ses.
2. Data should be analcollected in such a manner that it can 4. For eve ry effect, ther e are like ly to
yzed .
easil y used and
Thethe
3. by fonn of ct
proje
chec.k sheet is different for each situ atio
theteam
n and is designed
/ People / I Mat eria ls I
/ Work met hod s /

J \ ~v~ •,
4. Fig. 3.3.2 shows a check sheet for
paint nonconformities for bicycles .

Nonconfor-;;it; •~~ /
Blist.er
CHECK SHE ET
Product : R;,.~,,,1~ 32 /Nu- L - ·
~t;e:t:!r rnspecteci: 2217 Tota l
__)--/ ,---1 A cha ract eris tic

1HU1U 1m_ 1111 I 21

Light spray
I Equ ipm ent 11 Mea sure men t I
Drips 1Hl 11U 11U 11U 1111 1Hl 1m III 38 Env iron men t
Effe ct
Overspray lfll 1Hl 1Hl 1111 11 22 Cau ses
Runs lfll 1111 I .·
11 Fig ._:8.4 .1. Ga use- aad- Effe ct diag ram
Othe rs
1Hl 1m. 1Hl 1Hl 1Hl 1m 1m mum. 11 5. with the effe ct on the righ t and

~ I
1Hl Fig. 3.4. 1 illu stra tes a C& E diag ram
5 caus es on the left.
6. tic tha t nee ds imp rove men t.
44 The effe ct is the qua lity cha ract eris
1H IJ H l~ 1f /( 7. n into the maj or cau ses of wor
k
N'""' '""' " "• I 1HI 1HI 1HI 1HI 1HI 1HI 11/i 111( 1f/( IHI 113 Cau ses are som etim es bro ken dow
met hod s, mat eria ls, mea sur eme
nt, peo ple, e qui pm ent , and t he
~ furt her sub divi ded into num ero
us

~ •beet
e~v iron men t. Eac h maj or cau se is
fo,. P•iot "°"""-f,~ ·t· min or caus es.
Pig_ ..... .
. ""'<l • •<tl l es.
 Con tra} ~
-~
1
0E~E - - -.- .- ~
58 (inr,, · might have trann ng, knowJeri- Quali ty Mana geme nt/ TQM 59 (ME'O E-7) E
der work methods, we ~.rth ~"g'I!,
8. For example_, un acteristics, and so o . .
bility phyS1cal char f . turing all these maJor and n-,;_ Answer
a ,
9. C&E diagrams are the means o pie ~or
1. The simpl est way to determ ine if a cause -and-e ffect
relati onshi p exists
causes . . am for house paint peelin g using fo betwe en two variab les is to plot a scatte r diagra m.
10. Fig. 3.4.2 shows a C&E diagr
Ur y
major causes .
t · the construe t·10n of a C&E diagra m is for the Proie t
11. The fitrs~ds netp1_fymthe effect or quality problem. J c
~
~
40+ . . . .-♦-, f30,38)
......
~
team oie ;
btht
12. It is placed on then·ght· side of a large piece of paper Y e eam leader 1° 30 l ~

rot
. ·
13. Next, the maJor. causes are identified and placed . on the
I
. diagra m_
14. Determllllng
• • all the minor causes requires brams tormm g by the projec
t ~
team. ~
15. Brainstorming is an idea-generating technique that is
well suited to the
C&E diagram . It uses the creative thinki ng capac ity of the ~eam.
S 10
00
~
c.,
0 I
'
1
-\r- +--- -+-- ---1 ---- 1--- +-- - ~
X
16. Attention to a few essentials will provide a more accur 0 30 40 50 60 70 80
result. ate and usable
Speed - mi/h
17. Once the C&E diagram is completed, it must be evalu Fig. 3.5.1. Scatte r diagra m.
ated to deter mine
the most likely causes. This activity is accomplished in a separ
ate session. 2. Fig. 3.5.1 shows the relati onshi p betwe en autom otive
18. The procedure is to have each person vote on the minor speed and gas
cause s. mileage. The figure shows that as speed increa ses, gas
milea ge decre ases.
19. Team members may vote on more than one cause. 3. Autom otive speed is plotte d on the X-axis and is the indep
enden t variab le.
20. Those causes ,\ith the most votes are circled , as shown in The indep enden t variab le is usual ly contro llable .
Fig. 3.4.2 and
the four or five most likely causes of the effect are determ ined. 4. Gas milea ge is on the Y-axis and is the depen dent variab
21. Soiutio n are developed to c· . t th le.
. 5. Other exam ples ofrela tionsh ip are as follow s :
. .
2'2. Cnten a for judging th orrec 'bl e causes
. and
. impro ve the proce ss.
resist.an a . Cuttin g speed and tool life,
hang e possi e solutio ns mclud e cost feasib ility,
ce to c
23. Once the t,eam agi-oe., conseq
"
uences , trainin g, and so forth.
. . b. Temp eratur e and lipstic k hardn ess ,
00 1
ee_ ~o utions, testmg and imple menta tion follow . c. Striki ng press ure and electr ical curre nt,
Y..1<,riaJ
d. Temp eratu re and perce nt foam in soft drink s ,
C~'!ao
Work method @
--""T --...J N · e. Yield and conce ntrati on,
Soi,,~t..s ® Too thin -.: 0 lilstructions
c.,.:i~:n::;lllatt,j
....._. ~ Wrong ~ +-- Paint over f. Train ing and errors ,
d:r; __. Too thick dirt g. Break down s and equip ment age , and
CD ®

~
➔
h. Accid ent and years with the organ izatio n.

~
B.ai.1 hnst1e-\ir JlOllution
It Bn.isJi rempera ture ._.
. ..
Hum1d1tu I
LHop:~!~int 6. There are a few simpl e steps for cons tructi ng a scatte
r diagr am. Da ta
are collec ted as order ed pairs (x, y ).
\. Acid r ·
Din y G) a1n 7. The autom otive speed (cause ) is contro lled and gas

Fig. ~ --
Environment
Causes
meas ured.
milea ge (effec t) is

~ \\'hat
Ca¾!-and-eff 8. Table 3.5.1 shows result ing x ,y paired data. The horizo
nta l and vertic al
ect diagram of ho . scales are const ructed with the highe r value s on t he
Effect r ight for the X-axi s
~
.
is
...,..,di......,? use Paint J>eel;ft_ and on the top for the Y-axis.
..... 9. After the scales are labele d, the data are plotte d.
60 (ME10E-7) E
r
.• . Contrctl ~
10 Once the scatter diagram is completed , t he relation~ p '
. between the two vanables
. can be evaluat .ed . or co'rtelatioti
Quality Manageme nt/ TQM 61 (MFJOE-7) E
11. Fig. 3.5.2 shows different patterns and their interpretation . A
us _a poi,it ive correlation between the _two variables, because as xt· fo), lher. 4. Sampling ins pection is a technique for assessing t h e quality of a lot
y mcreases. At (bl, there lS a negative correlation . ltl~ comprising of a large number of articles, by inspecting only some of them.
Table 5.3.1 5. The group of articles chosen for inspection is called a 'SAMPLE' which
may be defined as a part represe nt ing t h e quality of the whol e lot.
Data on Automotive Speed vs. Ga.a Mileage
Sample 6. For exa mple, if a sam ple of 100 articles out of a lot of 1200 is found to
Speed Mileage
umber Sample h a ve 2 articl es defective, it is reasonable to expect that. r emaining 1100
(m.i/h) (mi/gal) ~ will a lso contain 2 % defect ive articles, provided all 1200 pieces were
number (m.i/b) Mileage
1 30 (mifgal) m a nufactured unde r s imilar conditions.
38 9
2 30 50 7. Whereas an individual article is acce pted on the basis of its conform ance
35 26 to s pecification s, we need another crite rion for acceptan ce of a lot
3 10 50
35 35 29 containing a large number of articles.
4 35 11 55
30 32 8. A perfectioni st might say that a lot containing even one d e fective piece
5 40 12 55 should be reject ed , but we know from actual expe rience, that in most
33 21
6
40 13 60
cases this is not practicable .
7 28 22 9 . If we want to insist on zero perce nt defective lots, we should be pre pared
45 14 60
8 32 22 to pay a comparatively heavy price for inspection, which may prov e
45 15
29 65 18 more expensive than accepting a few defective pieces in th e lot.
16
y 65 10. Therefore, ~xcept in case of stores of critical nature a certain percentage
... y
24
of defective articles are accepted in the lot.
y 11. The lower the percentage defective , t he better is the qu ality of the lot.
1<•
12. The lot quality can also be expressed in terms of the number of d efect
1:-~fi "?I').
·"\; . ..
......... counted, rather than the number of units on which the defect s are
:i-!-:, found .
·,!· :·
• # ••••

~~
Que 3.7. \ Exhibit the relationship between sampl e and
(a J Po,Jt;._ con-elation X
lb) N,,at;,. '°" •l•tioo
Fig. 3.ti,2, Different &catter dj,. .....,._
-----~X
<cJ No eo,,eiat)on population?
t• ..
Answer
~- U.
E
1Wh• do J>eop\,
~ •-... Pa ..:ma.
re\• on ,...,PU•g · . I? 1.
\
It is des irable to examine the co ncept of a popula tion a nd a sampl e .
,._
~,.,. with • ......,, ..... 00 '••·
•~ f•••-••eon•ro
r, i ~ o•
2. ,.____ _____ __
In order to const ruct a ireq u e n cy m stnbution of the weight of st eel
-~ . . 7
Aaaw shafts, a s mall portion , or samp le, is selected Lo r e present aJl the steel
" ' " 2<11 2-13, lllartu u
1 Wh s h afls.
f eneve r any material or store is PUrchaiic-d_ I'- . 3. The population is the whole collection of s t eel sha fts .
. D t
0 •
lfthe q
"t "' '
1~.,, ,, .
' lUJ-1:,
•t s quality. oes I conurrn o lh1:, q,, .. . l,; a] "Yay., the question
.
4. Whe n ave r ages, st a ndard dev iations, and olh c r m easures are computed
from samples , tl ,..v are referred to as statistic~. Because t h e composit ion
pu,ehaae,?uantity involved is small the Pllr1:f\as,, '""' •>ent,
o f the
. . s~ wi.1 1 ,•, wtual.C, t he computed stat1st1c.s will be larger or s moJler
of s am Pie
2· man Wactu,e«ega,-d•ng •t•
. . S<>aut," ,. th,, Wo,d of •he
"' ""'"' ~ thlill thr .r ln\l ' P"• '. 1tio n v:i1ues, or parameter s.
e r whe n the s tore is purchaaeu ill bulk ,-, ,.,, , un" ide red to he _fixe d refere nce (st andard ) va lu es or
3. Howev .;,,u,e himself by mo'.' Po,it;v, ">,,' lh,, ""''%,.,, . 5. P aran1e t t r ,S. " ~te" fthcsc· values a va 1·1a bleat a particular
· t ime.
like, to fi
,tore doe, eon rm
to hlscequ.,ement, . o, '%,
lh,, ""'"'a lly
40a1,,, uf the
the best cst1ma 11
.
The po pul ation n10• J
v have a
.
fimte number of ite m s, s uch ais a d a , ·';;:
6. •
roduct ion of steel shafts. .
P . . ost infimt.e, such as the numher of ri vpt,-.. in 8
7.
. , be iofirut.e or a 1m
It rriay . ~--• .,;,.nhn
 --,,
Contro l Ch. __ 63 (MF JOE -7) E
-~
trJ(MF/OE~~ -- - - - - -- - .- - Qua lity Ma nagem ent / TQM
v be defined differently dep end mg
, on the P8rti t
.-- . Ct!Je
8. The populat,on ntll. Acc ept ance num ber : 1
of Jh , h Rejectio n num ber : 2
situation. f duct could involve t he pop ula tion -<u. o~ in an abb rev iate d form, as 50
( 1/2) i.e. ,
~tudv a 8 pro es, and so on . I G. Such a pl an can be wri tten
9. Thusuct.io n.
.
. l : · a·\\•ee k's producti on piec .
sa mpl e size (Accep tanc e No., Rej
ecti on No .).
prod
pop ula tion , a SA- .....~p eia is shown in Fig. 3.8. l.
. . .. . relvpos·sible to measure all of the 1 6. The OC cur ve for this pla n defectives
10. Bt>eau.~e ,r i:s r,1 • ve shows the actua l perc ent age of
seleded. 7. The horizon tal axis of the cur the pro bab ility of the ir
ti ca l axis give s
11. Sampling is necessary when it may
be imposs ible to m e a ~ur e the entire in the s ubm itte d lots, and the ver
•
erv e all th~ dat a 1s pro hibitive acce ptan ce .
populat ion: w~en ~ e ex~ nse to obs en a tes t of th~ defectiv es are con side red jus t acc
ept able ,
when the rcqtU_rc>d msped10n des troy
s the pro duc t, or wh 8. Ass um ing tha t lots wit h 1 % ility of
1 % def ecti ves has 0, 9 pro bab
dan ger ous , as wou ld be the cas e With a poi nt P shows tha t a lot wit h
entirt> population may be too
newmedical drug. ' acceptance. by this
oflo ts of the qua lity wer e in spe cted
9. It mea ns tha t ifla rge num ber ain ing 10 %
bol X and the pop ula tion m ean
the be acc ept ed and the rem
12. The sam ple average has the sym plan , abo ut 90 % of the lots will
er's risk .
symbol r1(mu ). reje ctio n is refe rred to as pro duc see n from
sum er's poi nt of view, it can be
• e. Ma the ma tica l concepts 10. Now looking from the con abl e qua lity of the lot is
13. esym
bol X is the standard or referenc e valu imu m acc ept
. Th poi nt Q tha t even tho ugh the min h 6 % def ecti ves bei ng
nce of a lot wit
e - X O rep res ent s a pra ctic al 1 % defective, the re is a 20 % cha
are based on µ, whi ch is the true valu accepted. Thi s is term ed as con sum
er's risk .
t.
equi valent in order to use the concep 1.0
pop ula tion
14, The sample standard dev iation has the sym bol s, and the
bol cr(sigm a).
standard devi ation the sym Q) 0.8
same
or reference valu e and has the
c..>
15. The symbol s0 is the stan dar d ...~
relationship to s tha t X has to µ.
O §' 0.6
8
about
g a sample is to lear n som eth ing ....
(1'

16. Th, Primary objective in seleetin isio n. 0

some type of dec ...>. 0.4
the population that will aid in making
to res em ble ;.::l

18. Th, -p theeled

l, tsele
esen populat t be of such a natu re tha t it !en ds
musion. :E(1'
or repr .i::;;
~ 0.2
'ii,.I.II.7 s of qua lity cur ves ,
&., lain Operating cbllraoteristic
12
~ 4 6 8 10
2
2016-16, Marks 10 0
7 Per cen t defectives in sub mit ted lot
cur ve.
n lechn;qne requires tha t the se risk
s Fig. 3.8.1. Oper atin g cha rac teri stic
Effectiv, use of -Pi ing insp..,tio
the selection of a Par ticu lar pla n is bas ed
tro l cha rts ? Ex pla in how the
y
be log,erly
on "•~ understo
aI deeu '8thsoerthat
.,on,od, than arbitrary choice. ~ ,8.9. ] What are She wh art 's con
tion of def ect ive s in a fac tor y.
~
. db 'd ring
h f icul ar sampling Plan ""h be d t are use d to red uce the pro duc
2. The risk
t •""•to•
lin a ?art
I
'"" 'P" dra ,.. from a lar , e ermme of
· ns1 e lily
Yco
Van ous qua ( UP TU 2008-0 4, Marks 10 I
ti,a1 theory of P~ ob ~:~
lev,i. u,;ng the "'•th•ma n in th, fo . .
3. n..,. •••u lt, <an be •hoW
called as operating characte,.;st . rm of graP hica } rep res ent atio n
"'°"'•
•g' ics curve ' g ••e rall Y i._ as OC cur ve.
·=••!!_] or stat isti cal device use d for the
stu dy
Sam"'""
4. Let ple size 50 .,.., Plin Pan
"id .erth 1 "'he re,
1
· A control cha rt is an imp orta nt aid cha rt was dev elo ped by
ces ses. Con trol
and control of the rep etit ive pro
 Control Cl... • (}ISI 0&.' 1) •
~
'4 '1:L'OL- i l E
..1-.:,. lt), QUality Managernent / TQM
-- . 1.s based upon the fact that ~an....,u 88
be take n an indieatioo
_,_~ ~- and 1t - . If a paint falls outsides the limit lines it can
r W .l.,_ ~oe--, u.cu •
titive proce sses.
-:
.:.Jr • "
the repe diffi uJ to b iv. that the proc ess is out of cont
rol.
::..L....,. ~
_ - ~ (li,
I . ·1ar thing s are ic t o tain · If ata11
. xueme Y'Jar smu · 'I This is the basic prin ciple of the cont rol chartB.
!.D c:2.ure i.v,o e __. thing s . it mus t be only by chan ce .
__,,,
a,._, uxacth• :,lIDl v. t:
_ Following are the use of cont rol char
C.:';::W:' v= "
a s well no Pr<><1 tJ.-t.i._
'-
-..~, - ~act hold,, g
n proc esse
_ ood fo r prod uctioall ·te fs d t 7 a. The actio n to remo ve assig nabl caus e es of varia tion when out of
., uc s exac tly i11:~~
•~ ....3 LE. good enougb to prod uce .I m s o pro

I
_,, ;rroce"= . . ~ -
m volv e a comb inati ·011 • cont rol cond ition has been dete cted .
,_.i _ •a1 d admi nistr ative s1tua t10n s
➔- .~lo5t muu, ,tn an . b. Action to estab lish the proc ess aver age.
mate rials , men and mad unes. n.
ha~ s ome inhe rent or nat11ra1
c. Action to estab lish the proc ess disp ersio
5 Each of theb€ elements of combin ation with satis facto ry aver age
be 1sola t~d and the unna~ d. Once the proc ess is brou ght into cont rol cont rol char t is to help
· variability , the cause s of which cann ot and dispe rsion , an impo rtan t purp ose of the
be iso lated and therefort
\'anahility due to a5-5ignable cause s whic h can cont inue this happ y state of affai rs. This
invo lves :
mum .
rontrolled and reduced to economic mini s in cont rol.
i To leav e the proc ess alon e as long as it stay
6. There exist two kinds of varia tions : nabl e caus es of varia tion
ii. To hunt for and remo ve the assig
a. Variations Due to Assi gnab le Cau ses: whe re the cont rol char t show s lack of cont
rol.
in its abili ty to separate
i. The powe r of the Shew hart control char t lies ts for the cont rol
out the assignable cause s of qual ity varia tion
. Qu e~j What are mea sure men t or cont rol limi
cond ition s, mistakeoa
.,__,_ ~
ii. These are caused due to chan ge in work ing char ts?
etc.
the part of opera tor, lack of quali ty mind ness
b. Variation Due to Chance Cau ses: f~ J
For plott ing cont rol char ts gene rally :t3a limi
ts are selected and they are
i. These varia tions may be due to some
inhe rent char acter istics of 1.
the process and machine. term ed as cont rol limit s.
2. They pres ent a band with in whic
h the dime nsio ns of the components
11 s of the articles
· If the meas urem ent of the quali ty char acte ristic are expe cted to fall.
this grap h, the uppe r and lowe r lines can be
produced is plotted on from a give n popu latio n will fall
used as the limit s of contr ol. 3. With 3o limi~s, 99. 7 % of the sam ples
th with in the limi t lines , the with in thes e limit s.
iii. As long as e plotted point s rema in ol. limi ts. This mea ns that in the
proce ss can be consi dered unde r contr 4. The rema ining 0.3 % will fall outs ide the
outs ide the ±Sc linul s even
long run 3 samp les out of ever y 1000 will fall
Proc ess aver age. Since three out of
Process if no chan ge take s place in the popu latio n
U pper limit in control
{\ ®
out of contr ol
thou sand is a very smal l risk, :t3a limi ts
practical resul ts.
have been found to give good

] in 3a limi ts it is assu med that any

U)
·;:: I ' 5. As long as the samp le aver age is with
t
~
3cr X varia tion betw een the samp le aver age and the desir ed popu latio n
es of varia tion are
aver age
pres ent.
~ X X is due to chan ce caus es, i.e., no assig nabl e caus
Ol
n place , the next step is to find the
6. Wh~ n it is foun d that a shift has take
~
C.)

the prod uctio n equi pme nt.

b assignable caus es. This calls for inve stiga ting
0:
mate rials and the oper ator' s meth ods.
c, 3cr X

anal yai• of R-ch art.

- - Exp lain the cons truc tion and
X

Samp le numb er
w
A. Con atru ction :
'harts. in the follo wing steps :
..... 3.9 1. P>intiple ,f '°ntroJ The cons truct ion of R-ch art shou ld be done
~
1.
 87 (MFJOE-7) E
ro1o..._
Cont~
- en t/ TQM
---- Q ua lit y M an ag em
_ . 7)E ~ -- - g X-axis and range Va},..
• taken aJon ... ' 84
,. - be rs are = - =8 .4
~ 1 : Sample nu m
es th at is 10
ran
ge for all the sa m pl 6,
f •U '-~ : Find th e av er ag e r th e sa m pl e siz e
D4 =2.004, D3 =
~.. , - r.R Fo 0
2.
......... 34
R= - 004 x 8.4 = 16.8
n UCL = D4 R = 2.
r of s~ ~l es .
"lwrt'. 11 s Numbe LC L= D3 R =0
ntrol !mu ts. -
St:ttp Si J!111d the co UCL = 16.834
-----~-
Opper control lim
it= D4 R y _.
---------- ----14--.5 --
----
it = D3 R 16
Lowe r control lim
th e gr ap h. 14
: Dr aw th e R an d control lim its on
S&ep .f ng e va lu es .
ot th e po in ts to re pr es en t th e ra 12
C.L . = B.4 =R
Step 5: Pl
chart : 10 "'B
B. Analysis of R- points are witbi,i
e R- ch ar t sh ow s th at w he n al l th e ti 8
on of th nt ro l.
1. An examinati ocess is w ith in co ~
, th e va riability of the pr lbe ~ 6
contr ol lim its
ts ar e ly in g outside
ma y ha pp en th at one or two poin ac e th e ca me 0.
2. Sometimes it sh ou ld be m ad e
to tr ~ 4
ch a case, efforts rn
control limits. In su in th at pa rti cu la r sa m pl e. 2 X LC L = O
n
of excessive variatio
-~
in at ed an d theae -+ -- -+ -- +- --
+- -+ -- +- -t
us e is fo un d it sh ou ld be el im be L- -+ -- +- -- +- 4 5 6 7 8
9 10
3. In case if an as
signa bl e ca l lim its sh ou ld 2 a Sample nu mb er
no re d an d th e co nt ro 0
particulatlar values m ay be ig
. -i - J l
recalcu ed . H en ce , pr oc es s
which sh ou ld be
welcomed.
fa lls ou ts id e th e co nt ro l lim its ,
s va ria bi lit y, va lu es of R
4. A lower range
indicates les
at un de r normal 3. N on e of th e
LC L fo r an R- -c ha rt is th to va ria bi lit y un de
is r control.
5. The _r~ason fo
r ha vi ng n in ra ng e onJy up d co m m en t on
ce ca us es ca n ac count for re du ct io co ns tr uc ti on of X - ch ar t an
nd1t1~ns, chan. th e
, coce
a rtam extent ~ -" " JE xp la in ·
be d to as s1.-n
1 i.l .
ge nu in e re du cti on in range , 1't m ay ue ~u ou-
ita va ri ab ili ty .
is
6. In case therheas t he use of new material tool . by
· ,,-A cal18es sue or
e e to ra ng e ng av er ag e
7
·
Th lik
management would · fi per:i>etuate th e re. du ct io
n in
ea n ch ar t an d us ed fo r co nt ro lli
-incorporating the
causat ocess kn ow n as m
ive actors in th e pr X - ch ar t is al so
uc t. ea n
...,-ia.7
·
. .
Th e following ta
bl e r f.Q. qu al ity of th e pr od of tim e an d th e m
ve s th e 88 1n pl e ra ng es fo es ar e dr aw n at re gu la r in te rv al co nt ro l ch ar t.
gi pl at is tic in th e
. . . A nu m be r of sa m th e st
la.lllple. ea cb of •• ze 6, in th e rt ai n co m po ne ne 2. ch sa m pl e is us ed as
nt ra l ha rt Productaon of ce ent on th e nature calculated from ea
Construct the ce lnm
c for ra ne e 1111d CO A. C on st ru ct io n :
ol control. llowing st ep s :

l~ l 1
l 2 la 8 9 I 10
1. This sh ou ld be co
St ep 1: Sa m pl es
m pl et ed in th e fo
X 1
, X 2 . ... ar e dr
th e m ea n of ea ch
aw n fro m th e pr
sa m pl e.
oc es s.

St ep 2: Fi nd ou t
- LX
2.8 / 3. 7 I 8 X= -
n m ea ns .
St eP 3 : Fi·nd th e m ea n of sa m pl e
1. 12 8 •·• • 2.a , a., , a
.~
R - ~ ' · >10, 9.1 ,, 10 ~
- ~1'1
•<MFJOE- 7) E
= d Quality Managemen t/ TQM
X = So. ri samples
Sat• :~ ·tbf ·~ error of mean. ':fl ...7~ The table given below gives the meuureme nt obtained
G ~ 10 ..-ple9. Cc,n8tnlct control charts for mean and the range.
Oj =-=
..;n Di8C1UJB the nature of control.
I 8 7 8
• 1•
Qep6: Thf fu::.:U. &re =
VCL = X ... 3oi =
__
A.zR +X
s.aple
ao.
1 I I
' 61 63 48 70
64 49 63
82 50 67 71 72 79 52
98 75
LCL = i-3oi = x-A)l 68 58 70 82
62 88 61 53 82
68 57 65 81 50
88 52 53
Biel> 1 : Sample tmmber are taken along X-axis and mean value 58 56 82 64 58 69
49 88
68 68 77 55
f,am. 81 83 88 75
73 65 55 53 57 58
Step 7 : Orn the control limits and plot the points to reJ)J'elelt 68 88 88 7,& 64 I

meanvaba.
B.A..t,.ia : .,,...~J 8 7
- 8 9 10
L When none of the plotted points iB outside the control limits, I 3 4 5
Sample 1
indicatn that the process is within control even with respect to no.
meanvlilne. 61 63 48 70
67 64 49 63
62 50 71 72 79 52
2. The examination of the control chart should not be confined to 70 62 98 75
68 58 66 61 53 62
for the point! lying outside the control limits. 68 57 65 62
66 52 69 53 61 50
3 56 62 64 58
· ~ven the_ point& lying within the control limits can provide val 68 58 55 49 66
63 66 68 77
73 65 61 75
informabon about the behaviour of the process. 74 64 55 53 57 56
·d of 68 66 66
4.. For ex.ample there may be ...._ .
centre line ;hich indicates concen~, at1on of points on one SI e 406 381 397 361 346 375
rx 405 349 , 388 382
' that the Pl'OCesa centre has shifted,
ca-1.1..•] lf Duaber 0 f aaaplea • IO, aize of each •ample• i; -X =r.x- 58.2 64.7 63.7 67.7 63.5 66.2 60.1 57.7 62.5
67.5
n
j • 2..3 ~. X•99.8, i •7 «--> •L
wie. valuea of control limi"•- 77-53 72-53 79-48 75-50
• &UIQ
[n • 6, mean range • 2.32 ( -• R 73-62 66-50 70-56 74-57 98-49 75-55
-24 -19 -31 -25
t ai.] ~ o n SJ>.)] =11 =16 =14 =17 -49 -20

1. Given
x = 99.s, ii =7 1.
=
X=-
I:X
n
R = 2.32 ~ = 67.5 +58.2 +64.7 + 63.7 +67.7 +63.5+ 66.2+ 60.1 + 57.7 + 62.5
11.::. 5
So, - 7 10
o = i3i =3.0172 i
6 8
2. Calculation of control linuta, I = ~~- = 63.18
I

For sample size of6,A 2 = 0.483,A 3 = 0.483

UCL=
= r a, (
X + ' \ 7,; j • 99 .6 + a, 3 -r. J •
12,
103.648 2. CL= X =63.18
- r.R
R=-
- r
LCL • X -3\7,;J • 99.6-
a, (3, 7.'J
a 01121 •96.552 n
CL= 99.6 11+ 16+ 14 + 17 + 49+ 20+ 24 + 19 + 31 + 25
10 = 22.6
71 CIIMJB-7) E

3. Control limits for X -ehart : ~ Quali ty Mana geme nt/ TQM 71<M FJOE -7)E

UCL= X+ A,R = 63.18 + 0.483 x 22.6 ~ 74_0S&e 6. The value of R corre spond ing to samp le numb
is
er 5 name ly 49, lies
out of contro l.
outsid e the contro l limits . Henc e the variab ility
LCL = X-Ai R= 63.18 - 0.483 x 22.6 == 52,2642 7. There fore the proce ss is out of contro l due to
R-cha rt.
y estab lishe d on a
~&I &.~ Cont rol char t for X and R are to be
76 Data were colle cted in
certa in dime nsion part, meas ured in mm.
- 72 i --------------------------P~.?1_,_ __ _ 811bgroup of 8 and given below . Dete rmin e trial limit s. Assu me

.
I~
e the centr al line and linµ,t s.
assig nable caus es and revis

~-
\
1
;
QI
68
1 a a 4
• 15 'I s' •
.,_., »o-40 -,.41
: 64
r \ /'e> 'i'i \\✓.~ /\ \ CL
x 90 . 311 »o-40 ••• •·• S0-43 20. 3'7 20- 48

0- 31 0- lU 0- 30 0 • 37

.....
} 60 0-38 o-:n 0-lle 0 • 311 0 • 31
J.l R 0-3'
18 17 18 H 20
10 II 12 13 14 115
S...,_ pno.
56 9 X 20-39 20- 38 -,.41 • · 45 90.34
•·• 90-41 .»-IIO
0- 38
90 · 31

0-315

.....
0- 30 0- 33 0·38 0- lU 0-38 0 · 37 0 • 73
0-29
--►--.
R -
------------ - - - -
----------------
52 LCL 21 22 lt3 24 215
8...,_ pno.
»o-40 .» · 41 - - - - -
x 90.39 90.311
I I ►X 0- 30 - - - - -

--
I I I I 0- 32 0- lU
L
12
I I I I
345678 910 R 0- 38 0-33

Sample numbe r . j UPTO 2012 -1a,M arb 1ej

4.

5.
All the-
a state of statis
From the.ta ble
l. lie be"'ee n CJCL and LCL
control,a
the •amp
oftical
D = 2.004, D = O
4
the proa,",.,.
..
1. r.x = 510.01

= -r.x
3
X = 20.4004
UCLR = D.Ji = 2.004 x 22.6 = 45.29 0 n
LCLR = D3"Jt =o 2. r.R = 8.89
- r.R
R= - =0.35 56
y
CLR = R =22.6 n
= 0.483, D 3 = 0 and
3. The factor s for a subgr oup size (n) of 6 are A 2
~
45
40 r -yr- --------f!:_
u = 45.3 D 4 = 2.004 .
~ 35 4. Trial contro l limits for the X chart are :
Q)

:!' 30
as
UCLx = X+A 2R
~
Q)
25 = 20.40 04 + (0.483)(0.3556) = 20.572
'a 20 X-A :iR
s LCLx =
J5 15 Tl = 20.4004 - <0.483)(0.3566) =20.228
10 5. Trial contro l limits for the R chart are :
5 UCL R=D .R
, , , , , , , , ,~, .,o = (2.004 )(0.35 56) = 0 . 7126
0 I 2 3 4 5 6 7 8 9 10 .\'
Samp le numb er LCLR =D3 R
Fn?M ::IJ =0

.. j I.. J. . :C.:. ::1 .

7S (M&'OE-7) E Coniro1
. i . 73 (MFJOE -7) E
Quality Manag ement/ TQM
13 20.57 .,. __ _ ----------- -----
-
---- ... ..... .

i
i
UCLx 0 = 20.55
1 20.57
-a_8 20.40 I " '/ \ ( \\l1 \ . :/ \ 1g
as
rJl ~CII Xo= 20.39
::s
C11 20.40 --- --- --
20.23 .. - - - - - -a
Sample number - - - - - - - - - ·
~
~ 00 LCLx0 = 20.22
20.23 .,_ __ --- - ---- --- --------------
0.7126
-------------- UCLR 0 =0.68
§
~
0.7126 ----- ----- ----- --------------
! 0.3556
Qj § R 0 = 0.34
Q,
8
Ill
rJl
i 0.3556

-
i:x::
0
----------
--------------------- _____ _____ _ LCLR 0 = 0

6. The R-cluut is analyXed first in det,nnine ifit is stable. Because the~

7.
of oontn,t point at SUhoroup 1g on tbe R-cluut does not have an assign,h
the-·
" it is'"'"""
natural
" that
Variation

a Stable
Now it <an
indicate
•late is due in a chance cause and is part
thisprocess.
of the 01

Pl'Ocess. &o,n the data. The "Inaining plotted points

be <li""'1.d
0

-
Explai n centra l limit theore m. Enlist and explai n

probab ility distrib ution used for X and R-char t, P -chart

and

a Simila,, ..;n be in the , ... 1br X. <hart ,_ d 5 are to bo

C-char t. tJt:P'f((IO-~l ~ · , ~ Q6 j
discarded and the recalculated va111es ,.. • 8Uugcoups 4 an
~e,
R _ 8.89 - 0.13
0
- ~::: 0.34 ~~
UCL Ro::: (2,004) (0,34) A. Central Limit Theora m :
ion
LCL80 ::: O
::: 0,68
1. It states that if a number of samples are chosen from a large populat
then the mean of each sample will be approxi mately equal to the mean
of
X - ~
510.01-( 2065 of the whole population, provided sample selectio n is fair and is
0 - • + 20,20) considerable size.
uck- _ =
Xo -
_23
X~+ ,\ ~ ::: 20 3
::: 20.39
B. Probab ility Distrib ution Used for X and R-Chart :
and
LCLg_ 0 ::: X _"'2•\0:::2
A z;
9
. + (0,483) (0.34) =
20.55 1. The definition of probability implies that, the t.otal number ofevents
0 039 those with a particu lar charact eristic are exactly known. In actual
2
9. The ""' -X and R-cbatt, .,.. ...... belo,,•• · .,_3) (0,37h 20.2 . ts
"'""'I. . -(04a
industri al situatio ns this is hardly the case.
whi,h ,,. out of
2- Quality control staff is often require d t.o estimat e the likelihood of
"'<er "'!!Carding the poin occurrence of defects in equipm ent or a batch of articles.
.
Co ntr ol~ 75 (ME IOE -7) E
74(MFJOE-7>E Qua lity Man age men t/ TQM
les may be known, b u ~ be seen that FA is in fact the freq uen
cy
3. In suc h,- , the total number of
artic will
number of defeetives are obviously not known, otherwise th the ~ 10. Fro m the abov e defi nitio n, it
ere "oU!d . . F
uenc y. Thi s defi nitio n is also
be no need to make an estimafe. of occ urre nce and ~ is a rela tive freq
n of prob abil ity.
1.0 call ed rela tive freq uen cy defi nitio

M f~IWhat is processind
cap abi lity ? How it is mea sur ed
n.
? And

0.8 also exp lain the cap abi lity

Points of inflection
~j as the "Mi nim um spre ad of a spec
ific
Proc ess capa bilit y may be defi ned
i 0.6
1.
mea sure men t vari atio n whi ch will
incl ude 99. 7 % of the mea sure men ts
::,
r:r from the give n process".
~ 2. In othe r wor ds, proc ess capa bilit y=
oo' since, oo' is take n as a mea sure
is also call ed natu ral tole ranc e.
-~ 0.4 of the spre ad of the proc ess, whi ch
... out to mea sure tha t abil ity of the
as 3. Proc ess capa bilit y stud y is carr ied
ranc e.
~ proc ess to mee t the spec ified tole
know the perc enta ge of the prod ucts
to
4. By this stud y, it be~ mes possible
0.2 .
limi ts on eith er side of mea n X
whi ch will be prod uced with in ±3<J
of:
5. A proc ess capa bilit y anal ysis con sists
ng the proc ess capa bilit y to find out whe ther the proc ess is
a Mea suri
0 spec ified tole ranc e limi ts.
-3o +la +2a +3o inhe rent ly capa ble of mee ting the
faili ng to mee t spec ifica tion .
__. b. Disc ove ring why a proc ess is
Characteristic X Cap abil ity :
A. Methoda of Cal cula ting Pro ceu
fiJWUJ a. Sta nda rd Dev iati on Method :
bilit y stud y may be mad e by gath
erin g
reqwr - - e -~
1. By this met hod proc ess capa
4. In other situations, an estimate may be • ed .,._ .,,1 ,--th e likelihood
rvat ions and pref erab ly 100 or
pieces by a part icul ar mac hine . the requ ired data atle ast 50 obse
of production of defective stan dard dev iatio n of this data
since ey mor e if poss ible and com puti ng the
total num
even theProd
5. Herestill ber of pieces involved is not known, th
are to be uced. by usin g the rela tion ,
2 2
2 n - X)
probability discussed above is not -X) +(X -X) +(X3 -X) + ... +(X
of 2
a= J<X1
6. In such situations, the definition of
2
is requ ired to dete rmi ne tbe
USe,. and a different approach
muchability
Jll'Ob
1 b. Av era p Ran ge Method :
ess capa bilit y ana lysi s for the
. we mu, t estUOate the proportion of eve
nts or 1. Thi s met hod is pref erre d for proc
· 0In_u_ ~ ts or
total num ber of even following reas ons :
~ectsts_With a Pllrt.icular characteristic and the
objec root is invo lved .
i It is easi er to calc ulat e as no squ are
.,dra.rinorandom samplet y or -oth er abn orm al con ditio ns
• ~ :be done by,.P,aled lrialaor.,.... ii Tre nds occu rrin g in the stud
pieces with the part icul ar
tJS8 can be dete cted .
charm__ l~stit~d asceh rtaining the number of
C W 0Be J>robabi}•ty • is used the capa bilit y stud y
-...,n
-~L'~tto be dete rmined. The n we can iii Wh en the aver age rang e met hod
ing definition of J>ro'~~ .
i the
ff~folloW . can serv e as a base -per iod anal ysis
event has been tried or an n1.: ••, dr C. Sin gle Ran ge Me tho d:
U,, "'"" °' •biect A Wd --,,,c , a.., ,• tune., ar,d in FA ofth,oe, capa bilit y may be obta ined by this
OCcur, tben
the Probability of eve nt A is 1. A roug h esti mat e of proc ess
PlAl :: & met hod .
ions and then find the diff eren ce
11
2. Tak e a cert ain num ber of obse rvat
read ings .
betw een the larg est and sma lles t
 Co~
110lld-71 I . ~ level we can predict~ Quality Managem ent/TQM 77 (ME/OE-7) E

. Saeed oncerutll will lie within the observed range of~~} ~

il't'
.-.,hl/'ll that . .
___1.1.. when uaed in CODJuctton With the ~
3.
the.,---- ~ ·-· ] o 1= 9.6, o 2 = 10.2, o 3 = 9.8
4. Thi! method
method. is val~ 1. Given :
range 2. Standard deviation of the samples taking as single sample,
"--l.llity (adn : 0 = .Jo~+ 0 ~ + 0 ~ = ✓9.6 2 + 10.22 + 9.8 2
B. ,.,.._.,... . . and the tolerance are combined to fonn a caPah.1:. = 17.095.
1. Proces8 ca.pabilitY · -~
index.
USL-LSL
-_..n..:~a~ A fair percentag e of a certain product require, costly
Capability index, (CP ) =
00 rework operation a to change a certain quality character iatic after
the product has been rejected by the manufact urer's 100 % final
Where USL- LSL = Upper specification - Lower specification, or inspection . Rework i1 possible whenever th~ value of this quality
= tolerance. character istic falls above the upper 1pecificat ion limit. If the value
2_ If the capability index is greater than 1, the process is capable of Ineetinc falls below the lower specifica tion limit, the product must be
the specification.
scrapped . X and R control chart. have been initiated and
3. If the index is less than 1, the process is not capable of meeting the maintaine d for 50 subgroup e of S each with samples taken from
specifications because process is continually shifting back and forth. productio n every 2 hours. The specificat ion requirem ent. for the
4. Using the capability index concept, we can measure quality, provided measured quality are 119 :t 10 and o' al 5. On the U8Ulllptio n that the
the process is centered. quality character istics is normally dutribute d, apprmdm ately what
5. The larger the capability index, better the quality. percentag e of defective product is being produced ? How Diaeh of
6. This result is accomplished by having realistic specifications and continua) this can be reworked ?
striving to improve the process capability.
!.•r.bib,,;I
..
~.!1!1 What do you. mean by Pl'Oees1 capability index ? The 1. Process capability = 6o' = 6 x 5 = 30
spec_ification from the manufacturing of a Particula r type of metal 2. =
Specified tolerance 129 - 109 20 =
coating calls for th~ temperature of the drying oven to be 380 :t 15 •r.
aThe company thateadingabou
large nwnbero,r l8 COoaidering t uah,--a
.. COatin
I run •--•-
....
...,,a
.._... by -..- ~ 3. Since 6o' > specified tolerance some non-conforming products will always
be made.
te111perature aetting was found Percent defective will correspond to the area above the line for dimension
nua
· the
to be 2.06 "F. 1111.. -t UI ..-oce..mean
..,..,.&Lili'ty .
__..., index?
4.
129 and also below the line for dimension 109.

~ --] ~ IOU-12, llarb '!] 5_ Now, Z= X 1 -X'

CJ
= 129-119 =2
5
6. Area correspond ing to Z = 2 is 0.4772.
-ee 77E , U ru·t-3.
= 0.5 - 0.4772 = 0.023
B. Nu.mencaJ :
. Capability Index: Refer Q. 3.18, P11a
7. Therefore the defective parts produced above the UCL
1.
Capability index::: ~ = (0.023) =2.3 %
2. 6cr
USC:::. 380 • 15 :: 395
lSL ::: &8() _ 1.5 :: 36.5
3. C...,.~i.:,.. . ;.,.~_ Jl➔.5 _ 6f'"5
~ 3') 5

all----.. . . . . . _. . . . . . .
'"'t""UUJty ......_.,:, ::::: •
6 2

- hl:1...._,,,........_,_...._ . ' -06 ~ :: - - = 2.427

2o,; JI
LCL 2 109 X = 119 UCL = 129
..,10-2,9.8 . J!M j lf l:
----, ~ -rube~
1 · ~
 I
78(MFJOE-7>E

8. :. Defective parts produced below

10 9-1 19
LC L

= -2 (== 2.3 %)
~ Qu alit y Ma nag em ent / TQ
M 79( MF JO E-7 )E

= 5
9. Therefore the total percentage
of defective Pa rts == 2.3 + 2 3
( ~ 4.s,
!~FrA
act ion De fec tiv e :
And the percent defective wh
ich can be reworked== 2.3 % A. ma y be exp res sed
duc t inspected for attribut.es
=- -- -- -a Ve {/Cl.1 1. Th e ove rall qua lity of a pro
cen t def ect ive .
as fra ctio n def ect ive or per
"· 1 PA RT ·2 f
er of uni t fou nd def ecti ve
~c bo .r t, ~ _ Fra ctio n def ect ive = Nu mb ted
~~ tm d. A ul ya is af P Tot al num ber of uni t ins pec
2.
ysis o f ~
~M d Condruaim& lll&d&Mu Per cen t def ect ive = Fra ctio
n def ect ive x 100
P-c har ts, the y
and ma inte nan ce cos ts of
E : PA RT -2 3. Be cau se of low er ins pec tion s tha n do the con trol
CO NC EP T OU TL IN usu ally hav e a gre ate r are a of
economical application
c to meet the cha rts of var iab les .
of a quality cha rac ter isti
fec t : It refers to the failure :
De
Spe cifi ed stan dar d. B. Co nst ruc tio n of P-c har t tag e or def ect ive s
item wh ich has one or mo
re def ect s. tro l the pro por tion per cen
De fec tiv e : It des ign ate s an frac tion def ect ive cha rt. 1. P-c har t is des ign ed to con
P-c har t : It is also kno wn as per sam ple s.
mb er of def ect ive arti cle s
UCL = p+aJP<l-n p) 2. Fra ctio n def ect ive (p) = Nu
Siz e of the sam ple
P
all the sam ple s com bin ed
_ Nu inb er of def ect ive in
LC L = p-aJP<l- p) s in all the sam ple s com bin
ed
P n p - To tal num ber of item ple ted in the foll ow ing
t sho uld be com
. Th e con stl' \ict ion of P-c har
where p= Mean defective. counted.
3.
ste ps:
munber of defects per un are
it
C -ehan , It i, use d when the e fra ctio n def ect ive P .
UCLC = C+3.Jc Ste p 1 : C~ l!it late the ave rag
nda rd err or of P .
LCLc = c- a.Jc Ste p 2 : Co mp ute a, the sta

wh ere C= ..'.!'_otaI Dumber of def ect s a= ~ = ✓p(l: p)

Tota} Dumber of &amples er con tro l lim it and the low
er con trol lim it.
c
Ste p 3 : Ca lcu late the upp
==-=---== UC L = p+ 3✓p(l-n p)
P

LC L = p - 3✓p(l-n p)
P

- ~
~ th e --OR,... -_ ,,_ ,_ ot p..,hart.
the two
line at p as thic k hor izo nta l line and
&p lai n Ste p 4 : Dra w the con tro l
con tro l l;n es UCL and LC
L as dot ted hor izo nta l line s.
l poi nts p.
th... ... Ste p5 : Plo t the ih...tivi dua con tro l lim its
........_..,?'111,y P ... ... . - • ent con tro l cha rts, bef ore the
atd o yo u me an hy fra et; ..,
Wbch ;,,p...,_ As in the cas e of me asu rem
d to see wh eth er
ot ca ,._ of .... .... .. ? l!ai,i.
4.
"-. ... ... la efr ect ive ly con trol, the cha rt is analyze
mu . inf _ or
.,,eri __
.. . . _ _ to the :l'. - are fina lly acc ept ed for fut ure are lie wit hin the
l, or not . If all the poi nts
- -~ the pro ces s is wit hin con tro trol oth erw ise out of cont rol.
ua ed u,_ __ .. ces s is wit hin con
con tro l lim its the n the pro
W ·n1 ~a . 14, ~ the foll ow i.Ji « da ta :
I~ a.a] Co net ruc t a P-c ha rt for
--=-=-
,...
80(~'7)1
- r-- Quality Manageme nt I TQM 81 (MFJ0&7) E

,..,., .. 5 6 7 8
• 11
-
..
1 2 8

_...., IN y

-
UCL= 0. 1758
-------------- ---------
~ 0 . 18

12 10 I 8 9 9 7 10 11 8 0 . 16
No.GI
I I II •
- 0 .14

,c,J_-

•
"' •• ]J
.... ~.,... ., '
0. 12

0 .10
CL= 0 .09

......•>
;
No.of Me.of No.of Pr-aedGa
Il ■ aaltala She 0 .08
W) ' p•dm. 0 .06
0 .04
1
LCL = 0 .0042
100 12 0 .12 0.02 - - - X
0 4 5 6 7 8 9 10
2 100 2 :1
10 0.10
a 100
Ff«. 3.23.f.
6 0.06
4 100 5. All the values li e between control lim its. H e nce the var1ability is under
8 0.08
5 100 control.
9
6 0.09 Que 3.24. J Explain the quality improvement by control ch.arts and
100

--
9
7 100 0.09
utility of lower control limit.

--
7
0.07
8
9
100
10
0.10 Anawer I

--
100
11 1. The main utility of th e P-chart is th a t it indicates t h e magnitude o f the
10 100 --;--,.___ 0.11 quality proble m a nd highligh ts th e areas o f weakness.
N = 1000, ui. = 90 0.08 2. A co ntro l cha rt by its e lf, cannot improve the qu a lity o f the product.
2. Ave rage fraction defective 3. Quali ty improve m e nt ca n res ult on ly if follow-up action is take n to
r ectify the s hortcom ings indi cated by th e co ntrol ch art .
= = Total number of def~ i n all
P Total number of it.en~ ~ combined A Utility of Lower Control Limit :
IJ! lllaQ 1 -
= ~ = 0 .09 ~ple,i 1. The need for a lower control limit fo r a perce nt d e fec ti ve chart is that
l.000 t ho lowe r the value of the perce nt defec tive i n a s a mpl e the bet~r wi ll
3. - n-
UCL = p + 3 - -
✓p(l - p) be its quality .
2. Whe n a process is ope rati ng a t 8 p a rti cu lar ce ntra l va lu e, th e c hance
ca uses ca.n expl a in variations on ly up to 3cr hi g h e r and lower than the
= 0 .09 + 3
J0.09<1100- 0 .09) ce ntral va lu e .
= 0.09 + 0.0858 = 0.1758 3. I.f a pa rticul a r point fa ll s bc liJw th e lowe r contro l limit , the firs t thing
which s hould be checked 1s the c fTcct1vcn ess of in:.pection .
- ✓p(l - p)
LCL = p - 3 - -
n- = 0 .09 - 0.0868 = o.ao. 4- Quite often r e laxed in s pPction wi ll be found to be the cau se:.
2
!5. Jf however the point is genuin e ly found to be be low the lower control
limit, th e causative farto r _s ho uld be ide ntifi e d and e fTort.s s hould be

l. _ ri rnad e to perpetuate the a~igna bl c ca use which h a;; been r e s ponsible for
signifi c:ml irnp,-oveme nt 1n quality.
r iii

_ _ _ _c_ on_t_ro} c~
Quality Management/ TQM 83 (MFJOE-7) E
82 (MF}OE-7) E trol limit has an important f'lltict.
that a lower con 1oti
6. Thus i~ can be s~: t of quality. UCL= c+ 3Jc
1n the improve

'QG~ Explain the p.cbarts

with variable sample size. LCL= c- 3.Jc
Step 3 : Plot all the points on the chart taking sample number on the
X-axis and C on the Y-axis.
·&.twer
-
l d " tive charts we have taken a const•-
. of percent e,ec
1. In the discussion
""I B. Analysis :
1. The main drawback of the basic C-chart is that it treats all defects alike,
sample siw. b ed on 100 % inspection of the out"'•t certain defects may be of a minor nature requiring only a slight
p charts are as k ,,.
2. ln many cases, - . da to day or week to wee . adjustment, which could be carried out in a few minutes. There may be
which may be varying from y . . other defects requiring complete stripping and reassembly which may
2. We know that 3o limit to control lim1ts 18 take many hours.

- po- pl
p i '.l - N- .
2. An out of control point on the C-chart where all defects are bulked
together may cause unnecessary concern to the management when the
out of control condition is due to series of defects which can be quickly
3. In the above relation 3o value is inversely proportional to JN .Thu
rectified.
mcaru; that the larger the i;ample size N, the smaller is the 3a value and
the narrower the control limits. Thus control limits will be different for
I
Que 3,27, Draw a C-chart for the following data pertaining to the
different Hample size. number of foreign coloured threads (considered as defects) in 15
pieces of cloth of 2 m x 2 m in a certain make of synthetic fibre and
4. In practice, it is inconvenient to calculate control limits for each different
state your conclusions.
&ample size. N; long as the variation in sample size is not more than
20 %, the contnil limits computed on the basis of the average sample size
7, 12, 3, 20, 21, 5, 4, 3, 10, 8, 0, 9, 6, 7, 20
arc found lo be quite satiHfactory.
Answer I
5.In cillle there is a marked difference in sample size for any particular
1. Total number of defects
nample_and if the point corresponding to that sample lies close to the
= 7 + 12 + 3 + 20 + 21 + 5 + 4 + 3 + 10 + 8 + 0 + 9 + 6
appro~iniate control limit based on average sample size, the exact limit
th + 7 + 20 = 135
for IHl particular sample can be calculated to ascertain whether the
_ P',mt ICM outside l-0 limit. 2. The average number of defects
l
Qae ue, Explain the t
con, ruction and analysis of C-chart.
Total number of defects
c= 135 = 9
Total number of samples = 15
~f!!.-er7 y
J. C-charls arc purticularly . •f 1 21
such M an engine or a m~ -u where the product is a complex one,
found in the in11pection . f•ae me tool, where some defects are almost
18
c
------------------------- ~-- UCL
, . H~ •Mm~ 15
2. If the conventional chart· . .
h. h . ll are USed it 1
- w ,c will be of no UHo for co t '1 wou d always show 100 % defective, 12
C h n ro purpo l;1Cfl..
.'j . ,·c art11 are alllo wicf l . . 9 -I / ¾\ /
the chango . he . . ~ in the Clille of lo . . 6
; : \
rr '> <B. ~ {
th • . µ 8 mt quality level will h w quantity production, where
a.nm -chartll. H ow up more readily in the C-chal1
A CJonlltrucUon : a
LCL
St ep I ' Cont I J' · T L I I I I I I I I I <' I I I I ~ X
· ro 1m1t line IC) ::: _ otal nurnbe 2 3 4 5 6 7 8 9 JO 11 12 I:i 14 15
step 2: Calcu late · 'I' r of defects
otal nurnbe -f . - Sample numbe r
ro samples Fig.3.27.1,
 ~
ucL• C, 3.fc a 9+ 3 ' Jg = 18

·, 3. J,CL a C- 3.{c a

Three samples 4' 5' 15 are outside

statistical control.
9- 3 ' Jg = 0
th e limits, the proces S 1S
not 11,i
. 4
UNI T
Defe cts Diag nosi s
and Prev enti on
1
Que 3.18. What are u and pin relation to type I and t
UPTU 2011-12
yPe}}

.. e¾l
ii,,
' Mal\a
part-1 ....................................................................................... (86E - 95E)

1.
Answer l
Type I error also designated as a, arise when we reject a tonp . Defect St udy
hypothesis. It occurs because we conclude an outcome based rue0ni.11 Identi fication and Analysi s of Defects
111~
Corrective Measure and Factors Affectin g Reliabil ity
that do not exist. MTI'F and Calcula tion of Reliabil ity
• Type II error also designated asp , arises when we fail to rej
null hypothesis. It occurs be<ause we are not able to recogn· ect8• faJ,,
~
2
A. Concept Outline : Part-1 ............ ............. ...... ... ........... ...... ....... ........ . 86E
present in the system. ise 01lle
the fallacy B. Long and Medium Answer Type Questions ........ .. ....... .... ........... ... .. 86E

Fals,e null hYPothee1a Part-2 .....................................................................•................ (95E - lllE)

Reject
True null hypothesis

Type I error Correct

Cl-a)
- • Buildin g P~liability ih the Product
;.• Evaluat ion of Reliabil ity
Fail to reject
(a)
Correct Type II error
- • Reliabil ity Control and Maintainability
,. Zero. Defects d:nd Qual itf Circle
0 .
(1- P) <P)
A. Concept Outline : Part-2 .......................... ................. .... ... .. ........... .. .. 9E
B. Long and Medium Answer Type Questio ns ... .. ...................... .. .. .... .. 91

©©©
:}
 pefects Diagn
___ osis ___
and Preve
_nt·•on
QllalitY Mana gemen t I TQM
87 (MFJOE~7) E
~ t e of meticulous plannin
11
In spl .
z. dei•"ects may still g an d proper process controls certai n ·
. be revealed during assembly or m
. fi n al mspec
. 't·10n.
•s of Defects, Corrective p,. quality enthusiast may say that every single defect must be invest
;.naly igated
t ·on and ..,,,siReliab il ity, . 3- to assure defect fr~e production.
·l,ra i flect£1't;>
dy, Jdenti,.,.,Factors NI'. of A •t 't •
lJ nfortu nately , this may not be practicable nor economicall
Defect Stu Measure, Calculation Reliabi. i y 4 y desirable.
Tl'fand . · The defec~s may be broadly grouped into two classe
5. and chrome. s, namel y, sporaclic
M pAR T-1
p,. sporadic defect generally signifies that some new factor has
6 entere d
· jnto the process, and unless the factor is identified and
process will remai n out of control. elimin ated the
efect: '
rypes o(D d
1. spara~ic, an Therefore, such defects have to be investigated on priori
7. d ty.
2 Chro!llC - • On the other han , chronic defects are the variou
. (Defe cts. . 8 s types of defects
Cause~ o. d specification, · which have been occurring in a certain percentage
1. Des1gx_i an of the product, due
to unkno wn cause s.
2. Materials, . e uiproent, d
Machinery and q rvisorY staff, an 9
.As these defects also cause losses to the company, their
3· . and supe · be minim ised, where possible. incidence has to
. .
4. Operatmg trol and inspecbodn. t .s the probability of perfon ·
5. Processcon . ilityofapro uc ~ ning · Generally, chronic defects comprise a large number
Reliability : The ~eliab its specified life. lO. defects of varyin g magnitude. of different types of
. . d d function over
itsmten e N-n 11. Since all of these cannot be taken up for investigation simultaneously, it
R(t)= N is advisable to conce ntrate on the 'vital few' rather
than the 'trivia l
many' .
F tors iu,ec...:.......... g Reliability :
• N

a~ Coroplexityof product, 12 . To identi fy the 'vital few' the result ant losses due to differ ent defects
. M ufacturing process , may be evalu ated.
2. an . d
3 Operation an Ill aintena
. .
nce,
. 13. The defects showi ng highe st losses merit first attent
4. Companent reliab1~t_y, ion.
d 14. There may be certai n defects which result in seriou
. Environment conditions, an s failures of equipment
5. .. d f: ·1 e ofa product. in service.
6. Reliab1hty an ru urNum ber of items which failed 15. Though direct losses (such as warra nty claims) due
to these defects may
Rate offailure = Total test hours of all items not be appre ciable , the loss in customer goodwill may
be considerable.
I
-
16. Therefore, the qualit y manag er should be on the alert for such defects
which will not figure as major defects in a purely financ
'' ial analysis.
Questions•AttJW;~~s B. Control of Defec ts :
\ ·- a. Mana geme nt Approval :
Long Answer 'fype and ¥ediu m ~ ~wer Type Ques
tions 1. Having identified the major defects which merit invest
igation, the quality
mana ger shoul d then make an assess ment of time,
,,...-~---:-a~ resour ces and cost
Que U. ;Expl ain which defect.s shoul d be mves
. t ' ted and the requir ed for the invest igatio n for each defect.
1ga
measures to control these defect s.
2. The cost of the study should be ~om pared with the expec
ted saving due
1
to the elimin ation of defects. ·
iAnawer j b. Defin ing Resp onsib ility:
A Defects: 1. A defect study requir es prope r planning and organi
zation to be fruitful.
1. .
Some of t he most taxmg. . . . h , connected 2. The objective and respon sibilit y should be clearly define
quality problems are those wh1c are , d.
with defect investigation 3· . gener ally entru d
~: . The task 1s ste to a t earn r ather than an individual.
 Defects Diagno sis and p
revel\t·
. l!lt) Quality Management / TQM
(MF)OE·7) E . tion a study coordinator is als
88 . dcoordJJJa --- . 89 (;MF.JOE-7)E
r direct:100 an o "¾i For this, the process has t be
l!!l. 2· which could
4. For prope ,vetect studY: have caused th e danalysed to conside r all
d the objective of the st ud h efect. van·abl e 1actor
,. 8
c. Conduct o d teatll is fortl'led S::on which arises is how For a component having on!
to : as hoe 3· to · e th
Once the stu y the first ques e various·feature
Ya few qu al't
o about ~ easY ~xarrun s I
Y_c haracter istics, it may be
1. explained to th.~~ ? d fd " respons1ble for causing the defect. and arnve at the feature
here to s= • · . . ll / features
an d w Orgarused stu Y o e1ects tn d'
a.I approac h to the or less the same. 1ffe
t ~lll 4_ Prof. Kaoru Ishikawa of J apan ha
2 The gener esses is more depicti ng the variables to fa ·1·ts developed a cause and effect
. prod ts and proc f c1 I ate the al . diagram
uc .
•fication of de ective compo n process. an ysis of an electroplating
I . the ident•
7
Qae.U , Es:pa1ll ~T 2013-14 U
ent ati.
, . ..._..k,1 d
ll._-

analysi s of process. OR 0
. identif icatio n of the defec ts
. h challenges in . - - - - - -- - .
Swnmanzet e [ UPTU 201 4-1 5,~
OR ~
f(ect (Ishika wa) diagra m to identi fy a pr
Explai n a cause and e I
. UPTU 2013-14, MOcess ~
defect. '--- - - - - . : . ~ ~

A.
>.nawer 7
Identification of Defect ive Component : Qu ality
1. In the initial stages, a defect is g_enerally referr ed to , by its apparen
t
departure from the specifie d quahty standard.
_ In complex equipment or a produc t, th~ defective system
or process
2
stage has to be identifie d before the basic cause can be found . -~°"
~
-:!!'
3. For instance , if an engine gives less power when checked at ~~ .,::
the test ~ -;<$"
bench, the defect will be referred to as 'insufficient power'. ~ :,,..~
(j q_C
4. Insufficient power may be caused by the malfunctioning of any
of the Fig . 4.2.1. Ishikawa diagram of nickel plated components.
following units :
a Cylinder and piston unit, 5. During the analysis, the investigators should be looked on :
b. Fuel system, a. Desig n and Specif icatio n :
c. Ignition system, and i. V~gue or insufficient manufacturing particulars or illegible drawin
g
d. Clutch assembly. pnnts.
5. The as~emblies or the system may be replaced one by one n. Impra cticable design component and assembly tolerance.
until the
defect 1S removed, which will reveal the defective system . Ill. Obsolete drawing being used.
6· Once th e defective system hci.s been identified the same process b. Mach inery and Equip ment :
of
analysis and elimination may be followe d furthe r until the i. Inadequate process capability and incorrectly designed tooling
ultimate ·.
defective component is identified . ' ii. Non-availability of gauges and worn tool jigs.
B. Analysis Process :
iii. Poor mainte nance of machines and equipment affecte
d by the
1. tHhaevbinasg_identified the defect-causing process the next step is to environmental conditions.
1c cause to hi h
pinPoint
w c the defect can be att' ribute d.
 r ts Diagnosis and Prev
pe1ec -- - - - - - - ent1· 011 QualitY Management/ TQM
91
~ a c t u a l decision on the r . (MFJOE-7) E
. up of materials. 6. h f b. . emed1al m
upon t e prac 1ca ihty and eco . easures to be adopted will d
.al . .a}s and IllJJC . b nom1cs of v • epend
c.
Matel'I s . d Illater1 d on concession ecause of 'fhe process of the adjustme t f anous alternatives.
Use ofunteste ·aJ accepte llo11 1. t b n o remed·a1 .
i. d Illateri .al effect m~s e continued until the . I _measures and stud of the·
.. ubstandar ect Illateri . ully achieved. obJectives of the stu dY hy
ave beenIr
f
u. S . bilityofcorr Staff:
av~la d supervisorY ate skills for operating the Pro ~Explain:
d. 0perating an t Possess ade<Iu cess
. operator does no . d . . "rault isolation and self diagn .
d the Illanufactunng raWing rel t ll• t d d' . ostics
b, partdulss ~ t~ ization and interch~geab'I't
i. . nt.
equiprne ot understan . a ed Mo anza ion and accessib1'litY, and I I Y,
Operator does n . . C.
n. to the process. d uate supervision. d. Repair and/ or replacement.
careless operator an
dina eq .
to achieve quantity targets. [ UPTU 2011-12,.Marks 10 I
iii. the operator
. Undue rush by ow how to correctly set the machine.
k, ... :· . ~ . ):...~"'-x,··c,;;,."
iv. . tter does not kn • i. Fault Isolation :
v Machine se ti' n . . 11
. 1 d Jnspec o .
5 Process Contro an 1 Fault isolation is the practice of d · .
1. "something bad" happens • the ne ets_igrung syS t ems such that when
. rocess contro s. .
i. Inadequate P test equipment and test equipment O t . , ga IVe consequences are lilill·t d .
scope. e m
ii. Non-availability of proper u
of calibration. 2. Limiting the scope of problems reduce · th .
makes systems easier to maintain. s e potential for damage and
Va e inspection inStructions. .
iii. Insgupectors do not possess the necessary skill. 3. The typical
.
method of fault isolation is t 0 creat e b oundar1es
. between
iv. system com~onents, and ensure that the effects of faul
. measures should be taken for defects? the boundaries or that they are limited. ts do not cross
Que 4.3. What correc t ive . .
ii. Self Diagnostics :
l.

.Ell.--plain
1. It is a term that is used when the system 1·tself gives
· · di cation
an m · of
'. Ans~e! · 1 . .
1. · If the analysis of defect causing process has been earned out m sufficient
presence of some fault in it.
2. This feature
· ·is infused
1· into the component during their des1gmng
· · process
depth, the cause itself will suggest the remedy. and the cntica 1ty of use of this component matters.
2. Some of the remedies, such as replacement of an obsolete drawing of
b. Parts Standardization and Interchangeability :
equipment may be quite simple and can straightway be applied.
1. It is very important for industries to practice standardization so that
3. For instance, ifit is found that the process capability of the machine is lesser number of pieces is rejected as defective, by the use of standard
such that it is unable to hold the specified tolerance, it may not be easy set of specification, material and process one ensures better quality
to replace the machine. control.
4. For this certain measures should be considered : 2. Globally there are certain rules and marks to achieve this standardization
a. Alternative method of manufacture. policy.
b. Selective assembly. 3. Tolerances and fits are associated with each precision part when being
c. IOO % inspection of the affected component before assembly to manufactured in bulk so as to have proper interchangeability.
screen the defective components. 4. Generally there are following types offits :
d. Redesign the compo nent t o provide
. for wider tolerances. 1. Interference fit,
5. During this stage consult f • will
also be required~ obtain a 1~n ~th all the concerned departments of ii. Clearance fit, and
avoiding defects. th eir views on the various possible methods iii. Transition fit.
 r: ts Diagnosis and Preve .
I)e1~
Manag ement I TQM
QllgJitY 93 (MFJOE-7) E
·
d Acce88
ibj)jty :
JI wed when a defect 1s diagn ~ n = Numb er of failed art·1c1es .
oSe~
.Mo<fularizatioD fl,:I tare to be fo o . c Eleme nts of Reliab ility:
c. dard oorruB ~ (oo . h te
g .
d preven ts t e sys m frorn
I313SI
I.The st.e.n odula.tJ ZB i o1ng .B, ['J'u.JJlerical value of probab ility.
are referred as III t of action an
t,he further se akdown . 1- Stat.ement of definin g s uccess ful produc t performance.
2. It decides f coIIIPJete bre . ssentia l for the s peedil y r epa· Of 2 St ternen t of definin g the enviro nment in which th .
It ·
inio 8 state O . 8 syst.eOl JS e e equipment muat
3. a
3. The Joca~~n ofi~t:a ccessi bility. .
0 perat.e
parts, this is re I cemen t: Statem ent of the requir ed operat ing time .
. and / or ReP a ted rep~;r or replac ement of the defect·1ve 4. . b' .
ered · re ia
. fi dis tribut ion like ly to be e ncount
0

d. R,ep8lr
f: ult haB been Ioca out' to make the. equipm ent it for norm a
1 5. Th e type of · m 1 ihty
1. Once the a be earned rneasu remen t.
compon ent has to
.
factor s Affe cting Reliab ility:
operation. . facilita te the task of the mamte nance c.
. he designer can Comp lexity of a Produ ct:
8,
2. Here again, tdj ti"" the design. complex ones.
ngineer by a us ,.,, • · Sirnple produ cts are always much more r eliable than
. . _.,, and factor s affect mg It. 1.
e
l
4.4 Define "reliabilit.r
f UPTU 2012-13J Mar k~
2. The r eason is that greate r the numbe
linking mecha nisms, the more are the
rs of compo
chance s
nents
that one
along with their
of them will fail
Que · · intende d function '.
thereby preven ting the produc t from perform ing its
the total system
3. As the numbe r of components increas es the reliability of
Aas,ver J decrea ses in geome tric progre ssion.
Reliab ility: b·1· f Comp onent Relia bility :
A
. t · fc which refers to the a 1 1ty o a produc t to b.
the strengt h of its
I. Rel~abili~; ~:::cf:;~~i~n when require.d .to do so.
15
1. ·It is said that the streng th of a chain is actuall y
. .
periorm 1,s m . ated, we say that it weake st link.
ks
. ent wor sa 1 t'sfacto rily whenev er 1t 1s ope1
reliability of the
2_ If eqwpm
2. The sam e is for the system which is govern ed by the
is a reliable equipment. compo nents.
· g reli'abi'lity•it must be apprec iated that no machin . e or
3 Whil e cons1·d enn acture d, can contmu e to 3. Even one small compo nent of poor quality getting
into the assembly,
· · t h we ver , well designe d and
. manuf
.
eqwpmen , o e effect on the overall reliability to
can have a dispro portio nately advers
function satisfactorily for an indefirute penod.
the equipm ent.
le to test each
4. In practice, in majority of the cases, it may not be possi~
and every product for its life or other perfor mance requir ement s. c. Manu factur ing Proce ss :
extent to which it
5. In view of the existence of this variati on, there would
always be a 1. Reliab ility of a produc t is determ ined by its design, the
s of manufa cturing.
chance that the product would function in the intend ed manne r for the is actual ly achiev ed depen ds upon the proces
an early failure
intended length of time. 2. A produc t with a high design ed reliabi lity may yet have
cture.
6. Reliability is the probability of a produc t functio ning in
the intended becaus e of certai n factors introd uced during its manufa
enviro nment al conditions
manner over its intende d life under the d Envir onme ntal Cond itions :
encountered. mental facto:s
Every device or m echani sm is subjec ted to certain environ
7. The reliability of a system or device is the probab ility that
under
it will give
specified
1.
such as tempe ra ture, humid ity, vibrati on and spock,
ly
ma! cau~e
affect
::rd
its reha 1 y.
satis!~ctory perform ance for a specifie d period of time deterio rPtion oft Ji" T'roduc t and thereb y adverse
conditions. 2. ration d~~
Theref or€ these fa..:wrs have to be given due conside
8. R.eliability can be calculated as : to ensure that it can withsta nd enviroru rlental ·
design of a produc t
~ and achiev e the requir ed standa rd ofrelia bility.
R(t ) =
N e. _a- t th
where Opera tion and Maint enanc e : . tained also auec e
N = Number of article s, and 1. Th e way by which machi ne is operat ed an d ~am
reliabi lity that will be achiev ed in actual service .
 Defects Diagnosis and Prevent·
1011 QualitY Management/ TQM
(MFJOE-7) E ser the designer of the Prod . . - - - - -- - - - - ~ - - -_ _ __:95
~(MFJ~~O~E-:7)
~E
94 d5 upan the u ' \let T

2.
. . -..:~ [actor depell 1Over it.
Since 1.w.. ch contra
. .
te the user by providing det .
Rr= 1-f f(t)dt
does not have IOU ade to educa ai.1ed 0
an be IO . ance.
At best, efforts c e and roronten Probability density function f (t) = .!e-tte
instructions on usag 'fi)ne To Failure (MTI'F) . 6.
3. . e
~•._., 7Explain the r.tean wh ere 0 = Mean tune between failure.
Tl
1

-
. _ ___,r
--
J .
iles or other n on repairable ite
ch as Illlssropriate to assess r e1·1ab"li
7. Rr= l - J - e-11e dt
00
ot systems su 1 ty in te~Ills Rr= e- TIO
1 For one-sh It · more app . al •J.lls
. ch bulb fuse etc. is b b]ity of surYIV · 1
su as , ,._:1ure or pro a J be
Of mean time to uw t' ethatan 1·tero or equipment may expected_ t o 0 = "-
M'ITF is the aver~e JOl
2. function before fruJure. Rr = e-,.r
MTI'F = tf (t)dt fo~ .
I PART-2]
3.
a J;t(!,-";Jl =[-,,-u-{<lI a¾ B uilding_ Reliability in t he Product, Evaluation of R eliability,
fote rpretatwn of Test Results, Reliability Control, Maintainability,
. cal of the constant hazard rate.
Tb M'ITF is the rec1pro Zero Defects, and Quality Circle.
4. us, t of M'ITF let us suppose a device is being
5. T0 derstand the concep
un . t 10
.
' . ·tr ·1 . .
ha way that every tune 1 au s, 1t 1s replaced
subjected to a life tes sue CONCEPT OUTLINE: PART-2
with a new one. . .
h d M 'ITF is independent of t he hfe and 1s better index
6. On the oth er an , . d · Rules of Design of Reliability in a Product :
for the comparison of the reliability of different pro ucts. a. Use as few parts as possible.
Qa.e ,t.'1,· J Explain the procedure of calculation of reliability. b. The reliability of each part should be as high as is economically
feasible .
Maintainability : It is defined as the probability that a device will be
Auwe.ii] restored to its operat ional effectiveness within the given period, when
1. A basic measurement of the reliability ofa product i.e ., its probability of maintenance act ion is performed in accordance with t he prescribed
survival is that of mean time between failures. procedure.
2. Suppose that n products are taken at random fro m a large group and n1 Zero Defect : It is a concept which promotes a constant, conscious
of them fail during the time period t, then t he proba b ility of failure desire to do a job r ight, t he first time.
during the period t, Quality Circle : It is a small group of members working together who
meet each othe r voluntarily with a view for analysing and resolving
p = n,
I n work related problems.
3. The performance of the product over t he intended le ngth of t ime, say T
is,
T Questions-Answers
p = I !i
I 1=0 n
4. Long Answer Type and Medium Answer Type Questions
Reliability, Rr = I - Probability offailure
T n
=1 - P1 =1 - E -1..
5.
When a large number of products are ~s~ so that the r elative frequency
~ .
Que4.8. IExplain how the reli.ability can be built in th e product.

-;;- become:. a smooth funct· .

1.on /(t) of t imes then re li a bility,
 is and Pre Quality Manage ment/ TQM.
De fects Diagnos "'enrloll
97 (MEIOE-7) E
96 (MFIOE -7> E
~ ·
Explain the evaJuat ion of l'

~ 1. . like other quality parame ter s is dictated b

--
q-

/t.lJ wer
8
l re •ability.
fa product, y
1 The reliabilJty O . ments. . · Unlike t he other quality Para.in
. tbe customer's reqwre . ft;en overlooked during the design st 1· eters, the reliability of
. al . age be directly m easured . a product cannot
b . aspect 1s o .
_ Unfortun ately t .1s . d to meet function r e quireme nts · At best, an estimat e of the reliab·i·
ct is generally designe ponents are used , the r e li ability orand
2 1 1ty of th
the z. c •
t esting a 1ew pieces, as is done in the case eofproduct lot can be d b
3. Tb e produ . d quality com .. ,. s 1. . ma e y
it is hoped that if goo • ally ensured. Relia b1hty t es.mg generally inv amp mg mspection.
goes in the hanct h d . 1
· o ves runn· th
product will be automatic h the fi nal product t . . s of
3.
test fort e uration of their expe ct ed 11.fe mg e product units under
. . that w en too high . c ·1
4 Sometime it is seen h a i ru ure ra e , which is ·
. ·t . "ound to have muc not
4· Furthe r, the life of a product may be thousands of ho
users, • is r, be im ct· urs.
t ble to the users. al h S. To test the product for this duration may
accep a ffo r t is made t o ev .uate t e reliabilit _ pra 1cable due to limited
e that some e h . , Yof time availabl e.
5. It is at t hi s s ag t are made in the product wit a view to improv·
the product and changes lilg .
This can be overcom e by adopting one 0 f th e followmg
6. app h
liahilicy . Acceler ated Testing : roac es :
re · erly eval uated at the design stage itself, the .A.
6. If the re
r bTt were prop
18 1 1 Y ily adjusted to provide high inheren t reliability. A device may operate intermit tently in actual life .
1.
design could have been eas ·
2. In such cases, care must be taken to see that cont muous operation doe
· •
Que 4.9. / Write short note on reliabil ity of compo nents assembled not 1ea d t o und ue rise m tempera ture whi ch may cause prematures
c ·1ure o fth d .
e ev1ce.
in series and parallel systems. IUPTU 2013-14, Marks 0~ 3.
1a1
•
For this adequat e rest periods must be allowed fior th e dev1ce
down. to cool

Allswe r / B. Test of Increa sed Severit y :

A. Reliabili ty of Components in Series:
1. Sometim es, it may be possible to carry out the test under more severe
1. If the compone nts of an assembl y are connect ed in series the failure of conditio ns than are met in actual service.
any part causes the failure of the system.
2. This may be achieve d by increasin g the loading or imposing harsher
2. In this type of system the reliabili ty of the assemb ly is given by the
environ mental conditio ns.
product of the reliabilit ies of the individu al compon ents.
3. This approac h can only be adopted if a proper correlation has previously
been establis hed between the actual observed life and the life under
Fig. 4.9.1. Parts in series. specifie d severe conditio ns.
R/t) = R/ t) X Ri t) X R/t) X Rit) C. Testing a Larger Numbe r of Pieces :
1. The failure rate during the useful period oflife of a product is generally
B. Reliabi lity of Compo nents in Paralle l : constan t.
1. If the components of an assembly are connect ed in paralle l the failure of 2- Instead of testing a few pieces for the entire period of specifie~ life, a
all parts causes the fail ure of the system.
larger number can be tested for a comparatively shorter life, until a few
2. Reliabili ty of the system,
failures have occurre d.
Rs (t) = 1- (1 --~ 1)(1- P~) (1 -P)
where Pi = Probabil ity of success ful operati on. iQ~e £!·i,.JHow does interpretation of test result can be done ?
iYt'i:!P::
;~" ~"'""·;~:-:..:,.;;: ·
ur ability to correctly
1· ~ccurac y ofrelil;l bility evaluati on depends upon° · .
st
interpr et the result of the reliabili ty te s ..

p·
ig. 4.9.2. Parts in parallel .
 Diagnosis and Prev enti
Defeet s - - - - - - - on. ·t rv1anasement / TQM
~-- --- --- --- ~9 9~ (M FJ
:E =fore th~ spec
• ified period of ~O ~E -:: 7)~ E
:;,:.;;;n
• 1....
·gs(MFJOE-1) . r 1s
. device 16
· w- d and 1t 1 81
..
S pase . bether the bfe gwe n by th }-fl Ii bilit y and Fact ors Affecting it.
;2. _up onEl,
\ . ,. do not 1cnowalw or it was an odd b a d piece . e Jte a Reti Q
i, life. little, We in geoer ' . in /',, u}at ion of Reh.abih
..
ty : Refer Q
· er - 4.5, Page 92E, Unit-4.
4 7 p
It wlls us v~rY f the product ciJc .. . . · · , age 94E, Urut- .
3. . typical o . • 13· JloW reliab1bty can be buil t in the prod 4.
device 18 ?
uct : Refer Q. 4.8, Page 95E,
the Jot.
- --~sib le.
few pieces as P . il't tests are caref ully plann
c. vrut-4- .
We want to test .as ·al that the reliab l ~eces ed to Jteliabilit~ Con trol d~_ ng Manufacturin
whic h are teste d. g:
4. ~0 essentl . [rotn the P J).
Re li a bility 1s actua. lly built. mto the product during •t
5_ It is there :um information articular nUJilber of prod uct units can 1 s manu1ac" t .
unng
obtain maxi •val of aoY P
1.
'fhe exte nt to whic
h h theak mhe rent reliability of the d · • hi .
b bilityofsurvi_ ·al expansion . as given below : z. depends upon t _ e c~re t en durm g the . es1gn 1s ac eve d
6 The pro a the bmoJlll rrocessing of the product.
· be obtained froIIl )( 2) Bowever' certru°: mmo r featu res such as
Rn-Z n(n -1 n - Rn-3 pG ... + [,lt tool marks, radii at the change
1
~ Jtl,+ 1 X 2 X 3 3. f ectio ns are hkel y to be overlooked durin
o s g processing being un-
n-R"
(R + F ) -
+!:-w · F+ 1x 2 irnpo rtant , may h ave a mar kd' e mfluence on the reliability' of the end
1
product. .
- Reliability ofth~ prod u~ch is equa l to (1-R
wher e R - · n offrulure w ). 'fher efore , spec ial chec ks and_controls must
F = Probab1 l y .ts tested. be insti tuted to watc h this
.. 4. s ect for prod ucts wher e a high degree of
n = Number of um aThep man reliability is required.
. the first term
•ves the prob ab1h ty of all units
gi
agem ent of re1·iab'l' . f . vely
1 ity 1s o relati recent origin.
aos1on, 5
7 In the above exp . e ..
· Sufficient data on fail~ e mechanisms is
not available as the detai led
· surviving i.e ., zero frulur · t s give the prob ab1h ty of 1, 2 and 6·
effects of vario us cont ribut ory factors have
8 The second, third and_sulbsequent erm not yet been studied.
Und er thes e circu msta nces , it is possi
· more failures respective y. 7 ble that some of qual ity
d th ving a relia bility of 0.9 are being · C
hara cter istic s affe.c ting relia bilit y may
For example, if 10 units of a p_ro uc .o~s nUJil . be over look ed duri ng
ber of failu re are shown in manu factu ring.
9. tested , the probability of gettmg van
To guar d again st such a possibility it is advis
able that a certain percentage
table 4.11.l. Table 4 11 1. S. of the finis hed prod uct is specifically teste
d for reliability, so that any
flaw or weak ness obse rved in the manufactu
ring process can be rectified
Num bero f Probability by suita ble corre ctive action.
Failures
Que 4.1~. ,Wr ite shor t note s on the follo
Rn = 0.9 10 -0.35 1 wing :
0
a. Mai ntai nabi lity,
n Rn-1 F = 10(0.9)9 x (0.1)1 = 0.39 b. MTBF,
1
1 c. M'ITR,
d. Mai nten ance acti on rate ,
2
' n(n- l)Rn-Z F2= 10x 9 (0.9) Bx(0 .1)2= 0.19
l x2 2 e. Ava ilabi lity,
f. FMECA, and
n(n - l )(n - 2)Rn- 3 F3 = 10x 9x8
3 (0.9)7 (0.1)3 = 0.06 g. Linear haza rd mod el.
l x2 x3 · 2x3 h. FMES.

Que 4.12. 1Defi ne "reli abili ty" and facto

Answ~f ·-1
.:
rs affe ctin g it. Exp lain the
~: Mai ntai nab ility :
proc edur e of calcu latio n of relia bilit y.
Exp lain how the reha . b•Tty
.1 Main taina bility .. ht d ·cew illbe resto red
is defin ed as the probabihtyt a a ~Vl
can be built in the prod uct. ~ow relia bilit
y can be cont rolle d duri ng .
t o its . · d when
'thin the given peno
oper atio nal effec tiven ess wi ,
'th the prescribed
man ufac turin'g ?
UPTU I 2015-16, M, ar~
main tenan ce actio n is perfo rmed in accor
Procedure.
dance wi
 Derects Diagnosis and Pr
- - - - - - e\>ellt'
. lo~ Management I TQM
7) g the given m_~ ten~ce tinie . QlliJitY -------- 101 (MFJOE-7) E
JOO cMFJC>.E- . . ·s related to d the probability of its being~ lf tlie . n availability is the percent
. uunab1bt~ I is wcrease Stated MisSIO be age of tun t' hi
The J118ln ce wne ase, . 3. r~iJure which can not restored within a s e 'fiw dch will have any
2. . en Jllaillten~ wiJI incre . rtant constramt of mainta;.,_ peci e maximum down
al {unction . is an IJ]lPo . . ~%1-. 1.,...
tiJJle·

:~e
giv
to norJll . nance tIJ]le h designer has practically n 'Y.
J?MEC.A: ..
Since the J1181Dte eJll is designed, of repairs, which will be r: lll~<ltis t uure mode, effect and cnt1cality anal sis .
3. When a n~w syhstfrequencY and n %red fa t·vi'ties intended to: y can be explamed as a group
4. d" tmgt e 1. of ac I
ofpre ic . ment. known only after the equiPllle Recognize and evaluate the potential f .
for the equip . enerally be_ nt has 811
bJem will g · period. i. and its effects. ure of a product or process
5. This pr:ervice for a certain e required to be made by the qua]· Identify actions that could elimin t ·
been J.Il , .al efforts ar ity
. ii. potential failures. a e or reduce the chance 'of
Therefore the spec1the repair data.
6. . eers to collect uld then be used to provide inno\> t· ... Document the process.
engl.Il btained co . t a lolls
. data so o . . fthe eqwpmen .
7. The rep81r_ aintainab1bty o . . . . ;~reach p_otential ~ailure, an estimate of its effect on the total system
for iroproVJ.Ilg ID uality parameters, IS pnmarily built into th z. and its seriousness 1s made.
. bil"ty like other q e
8. Maintama I ' t
/1 review of the action being taken is also made to minimize the probability
design of the produc_. affect maintainability are ease of fault Iocatio 3. offailure.
The main factor~ which n
9. r Following are the types of FMECA :
and ease ofrepru . 4
· i. Design FMECA,
b. .
MJ'BF:. between failures . the mean time between successive fai!ures
is ii. Process FMECA,
1.Meantime
iii. Equipment FMECA,
fa product. be · d d
o .. . product can
that the reprure an placed iv. Maintenance FMECA, and
2 This definition assumes
. . eration after each failure. v. Service FMECA.
back rn op Total test time
1 g. Linear Hazard Model :
MTBF = i = Number of failures during test
1. Many components that are under mechanical stresses, fail due to wear
c. MTTR: . . out or deterioration.
1. Mean time · is the arithmetic mean of the time reqwred to
. to repair 2. The hazard rate of such components increases with time.
perform maintenance action. 3. The linear-hazard model is the simplest time dependent model and is of
Total maintenance time the form
h(t) = bt, t > 0

1.
2.
d
MTTR = Number of maintenance action
Maintenance Action Rate (p) :
It is a numerical value representing the number of maintenance action
R(t) = exp
[
00

l ( 1
- [ btdt = expl- bt
2)
2

that can be carried out on particular equipment per hour.

( -bt 21
. 2. 1 f{t) = bt expl--)
. µ= M'ITR 2
e. Availability: h. FMES:
1. Time availability is the percentage of operating time that an equipment I. It is a grouping of single failure mod~s which produce the ~ame f~lure
is operational. effect (i.e., each unique failure effect has a separate groupmg of smgle
failure modes). ,
PA = ~=-M=-T._'B_F__ 2
· An FMES can be compiled from the aircraft manufactures, syS t em
2. E" ui . . . . MTBF + MTI'R . ill be FMEAs. dr th
q . pment availab1hty 1s the percentage of equipments which w 3 integrator's or equipment supplier's
available for use after t hours of operation. · An FMES should be coordinate with the user to adequa~e;y adsesess~en~
need for inputs to higher level FMEAs and/or sySt em sa e Yas
FTAs.
 V

Defect s Diagno sis and Pr

---
eve Quality Manag ement / TQM
titio~
102 (M&OE· 7) E
the following linear hazar d l'llte 100

- - A oomPonent bas , \\>b~, - J875o

-
1
exp (- t 18750) dt
0

t is in years : (t) _ o 4 t, t 2: 0 = 0.01136

,., - . · the proba bility of compo ne nt f ,
d deteriJline . atli11 Reliabi lity,
a. Find R (t ) an th of its operat ion. i.
st reliabi lity of 0.95 is desire d ? t R (t) = l - F (t )
within the fir _mo.~
b. What is de,ig,> life '
8
~ =1 - 0.1136 =0.99864
ii. The hazard rate function;
A(t) = /tt ) I R (t )
,Aalnrer f
1. Given: A(t) = 0.4 t, t 2: 0
A(t) = (-1-e ( I )
8750 xp - t 875 0) I exp (- t I 87~_?)
2
bt ) 1
R(t ) = exp ( - -
a. 1. 2 = 8750
b =0.4, t =1/12
here iii. MTTF,

R(t ) = exp [
-0.4(1/ 12)
2
2
] (-02)
= exp 14~ 1 1
µ = A(t) = 1/875Q = 8750
= 0.9986
iv. MTBF,
2. Probability of the component faif ng in the first month
= 1 - R(t) . 00

= 0.0014 0 == ft f(t ) dt
0
b. Given : R(t ) = 0.95
2 00 t
⇒
-0.4t )
0.95 = exp ( - -
2
= J8750 exp [- t I 8750] dt
0

⇒ 0.95 = exp (- 0.2t2) 1

⇒ Jog 0.95 = - 0.2t2 ~~e 4.16. :,f Expla in the zero defect s and its organ ization
⇒ t = 0.506 years progr amme .
(PDF)
Que i11. f-The time-to-failure proba bility densit y functi on Answ er :I
.,,, ' '
for a system is 1. Accord ing to its origina tor James F. Halpin, zero defects is
a concept
f(t) = exp [-t/87 50)/87 50 0 ~ t~ 100 days. which "promo tes a constan t, conscious desire to do a job right
the first
Find: time".
i. Reliability R (t)
2. It is essent ially a manag ement technique in which job is presented as a
ii. The hazard rate functio n
iii. MTI'F challen ge to the individ ual worker.
careful
3. The succes sful execution of the zero defects programme requires
iv. MTBF. IUPTU 2012-13, Marks~ prepar ation and an efficien t organiz o
ati. n.

Auwe r · j 4. Since it is anacross the company programme 1 it wi_ll embrace all

the shop
depart ments and all levels right from the chief executiv e to
1. Given:
/{ t) == exp (- t I 8750) / 8750 0 ~ t ~ 100 floor worke r.
T 5. The progra mme essenti ally involves :
2. Since,
F(t ) == ff (t ) dt A Motiv ation of Management :
0
 fects Diagnosi s and Pre,.
De •ellt'
loll . Managem ent I TQM .
E it is essential to znoti\1
the Q1JaJ1tY - - - - - - - 105 <MFIOE-7) E
104 (M&O.E-1) he workers, ate
_ _._ · ndt rt1l.e targets should be carefully s e1ected
tivat1° J."
1 Before the . the zero defects pr~graznz n~ and t 3- rt1l.e revision bof .quality targets n orma!Iy· . th
J))O
.1,, . 1
. managers. h ve faith in . the programm e Just can not su hey 4. ultimate rum emg a zero defect produ t n e upward direction the
8 gers 8 perat1on, . h . cceed C •

2 Unless J))8D hearted coO here in which t ere 1s a g • Measure ment of Results :
. . their whole d atrnosp ellui11
gl'le relaXe granune. . e f. once the targets have been laid do
u]d be a {the pro 1. the operative s the need of measurtn ant d presented as a challenge to
be given that this prograznz ne is b .
O
3. There ~ho n the rnerits . . b .
men ofresults O
discussion o iznpress1on . . elllg good feature of the zero defects
A is VJous.
houldthe I ,.
2. have I . programme is th t 'f h
4. At no stages . . ogra fr been proper y motivated , they thems . a I t e workers
thrust on theJIJ- [eel that it is their own pr mme om Which Jlleasurem ent of the results of their efforts. elves will be keen for the
h uld be rnade to will benefit.
5. They s o d artrnents k It is positive approach which is partly responsibl fi
they and their ep .sors and Wor ers : 3· defect programm e. e or the success of zero
· ofSuperYI old to managers , t h e m · d octrinatio
doctrination n and Recognit ion of Achiever s :
B. In h .
1. 0 nee
the progrBIJlille
motivation campa1
has been s
·gn sho
uld be beamed at the s op floor staff and
•
f' Recogniti on, to be meaningfu l, should be selective.
. .
A part on the back of every employee who part1•c1pated m the program
uld be made to develop quality awarenes s by 2. h t and •t Id n:ie
workers. would lower t e es eem ofrecogni tion
fli rts sho h • · 'al · • for. The fact1ofhi
rth stnvmg wou hi no longer remam
2. In this phase e o the company's products, t eir uses, the result of something spec1 wo sac evement should
fi ..-mance and the customer s. · · d h' h · .
educating them on .. be weII pu bl 1c1se w 1c will serve as a moral b t fi
the product per o_ and an inspiratio n for the others. e oos er or the achiever
defects on . . ·gn would require the use ofposters, brochure
The indoctnnation campai . s,
.Que
. . must be follow ed as a
3. infi al shop discussions , rallies etc.
Quality: . . 'I What are the key concept that
. 4.17}
orm A t· in Removing Impedim ents. to
C Management c ion ~ f
ree JO
b
s only when part of design activity that supports the reduction in repair time to
· b ked to produce de1ect
1 Workers can e as . . t th
· managemen th as done everything to ehmma e e causes of error, increase maintain ability? / UPTU 2012-13, Marks 10 /
j I

which are controlled by them.

Answer :....·, .

2 For this purpose a formalised techniq~e called error_ cause removal has
· been developed in general electric which was effective ly used by them 1. Maintaina bility, like other quality parameter s is primarily built into the
design of the product.
in their.zero defect programme.
D. Error Cause Removal : 2. The main factors which affect maintaina bility are ease of fault location
and ease of repair. ·
1. . This is a technique where by the actual or potential causes of error are
identified by the workers and reported to the managem ent so that it can
A Fault Location :
take action for their elimination. 1. The location of a fault in a system is essential before it can be repaired.
2. To facilitate reporting of causes, standardi sed forms are printed, which 2. Fault location can be made easier if this aspect is given due consideration
normally have three parts. during the design of the system.
3. The workers filJ in part I of the form giving in brief the cause of errors 3. Some of the measures which can facilitate the location of faults are
and suggestions. · given below :
4
· Once th e supervisor is satisfied, he signs the III part. a. Meters or lights can be provided on the instrumen t p~els, which
indicate that a particula r system or sub-system has failed .
5. inti!he action taken is entered in part II of the form and the worker is . . wm . dows or detachable cover should be
ormed about it. b· .
Where feasible VIewmg
E. _Laying Down Targets : provided, throdgh which the functioning of tbe mechanism can be
seen.
1. Generating qualit · sible test points should be
2. Thisrequ · l Yawareness is not an end in itself. c. In electroni cequipmen t, as far as pos fi ' f10ningofsub system
1res aying down · di · · ecific th
terms which can be m VJ dual ap.d group quality targets lI1 sp provided in importan t stages, where e unc
. t
can be checked by means of teS equipment.
presented to t~emas a challenge .
 Defects Diagnosis and Prev
enti0~ Quality Manag ement/ TQM
(MFJOE-7J E ]lits in a system, alternat iv ------
_::.:------:-----_:._~10~7~(MFlO~~E-~7)~E
106 1 fault-prone ube quickly brough t into the cie ~~
d.
For particular_dYed which can ·ts are faulty.
d be provi ' . ct uni rcu1t to ~ .11..Quality circle 1s a small group ofme .
shoul hether the subJe d should be adopted for the Wi..: 1· each other voluntarily with a view mbers working together who meet
check w berco e
lour or ntJlll This will enab1e easy t racmg · "'ll)o ·
of cir ~ ~ problems. to analyse and resolve work related
A proper co . · !Dent. . ul cu.1t
e. th electro!llc equip . here required, sho d be designed 8. The meeting s are informal in nature b t h Id
e ·a1 test equi~!llenft,f;ults in the system. 2. . u e regularly.
f. Spec1 to The group consists of 7 to 10 me be
. . 1 tton o db _
enable quick oca ion manuals shoul ~ prepare d, in Whi 3. once a week for one hour. m rs, who meet each other at least
trated jnstruc~ properly explamed. ch
g. Well ill us tion drills are At the meeting s, they speak only about th .
various fault Ioca 4. pertain ing to it. k d b.l
. e1r wor an pro ems
·pment:
B Repair ofEqUl d repair or replace ment of the defect· 5. The whole orgl~h·saltion i~ voluntary by nature, nevertheless all the
· be
Once the fault has en locate ,
to be carried out to m ake the equipme . ive
nt fi membe rs are s ig t Y motivated in their w k
1. ponent of assembly has or .
com . . t 6. This has the following elements :
al operation. f h
for norm . facilitate the task o t e maintenan a. Top management,
. the designer can . ce
2. Here agrun, . bl dJ. usting the design. b. Steerin g committee,
. eer by swta ya . . .
engm . hi h should be considered durmg design, are as c. Coordinator,
3. Some of the pomts w c
d. Facilitators,
follows : if h .
can be speedily repaired only twilelybare eas11y accessible . e. Leaders, and
a Th e parts
make a system compact, there e a great temptation f. Members.
rd
°
In er ~e arts together. However, a thoug~ t must be given to
A. Object ives:
to cr8:1° ul p
the diffic ty which may be faced while .
replacmg the parts when
l'. tive If a mecharnc has to remove 1. To improve quality and productivity of the products.
they become de1ec .
the
h . a .number of
assem blies t o g et at defectiv e part, t e repair time would 2. To promote consciousness among workers about quality, safety and ·
needlessly be increased. Therefore, the parts ~d assem~Iies should cost of production.
be laid out in such a manner that they are readily access~ble. Where
the parts are masked by shields or covers, detachable wmdow plate 3. , To give opportu nity to the employees to learn new techniques
of
identifying technical problems in the area of their production thereby
may be provided to facilitate access.
improving their knowledge.
b. Fixing and coupling devices of assemblies or units of _the system 4. Giving job satisfaction and improving employee motivation.
should be such that they are not jammed due to corrosion or other
chemical action. 5. To inspire more effective team work and develop leadership among
some employees who have potential and also improve communications.
c. Bolts, nut and other fastening devices should not be fitted in suc.h
6. . To develop a complete coherent problem solving methodology within
places where these are likely to fall into the system during their
removal. the organization.

d Electronic systems, as far as possible , should comprise of separate Explai n the functioning of quality circles ?
units or modules which can quickly be plugged in or removed .
e. Special maintenance and repair tools should be designed where
req~ed, and detailed repair manuals should be pr~vided to facilitate 1. The membe rs of a partic . ular c1rc
. 1e come from the same work area, so
repairs. . .
that the problems they select are familiar to all of them and it is easy to
f. Sys_tem sh?uld be so designed that preventive maintenance can be find solutions with their experience and knowledge.
easily earned out. . hers
2. An ideal size of a circle is 5 to lO memuffi : The size must never be so
t time to participate and
,_
~-:ti-
. ,....
Lf- :rl Explain Qualit , large that each member does not get s icien
... .,.gJJ YCll'cle and objecti ves. contrib ute in the meeting.
 /

r.ian agem ent / TQM

r: ts Diag
p e1ec nosi
-_ _ __ s and
__ Prev
_ ent·1oi:i. ~
109 <MEIOE-7) E

~
108 (MFJOE-7> E rnaY be mor e t h an on
. en work are: ork area , good coor din:t
in giv th •· to
circ Ies. ·res in e s!:lf.lle . l ,.,,_ coo rdin
3 The ourn ber of . ofact 1v1 i
1
the ea
ders of thes e c1rc es and
lol\
th
ator :
. avo1"d duplicatio n . d betw een e J.. coor di nate s the activ ities of ·qua rt
. till ne J.. 'fhe ~za tion and carr y out such func .
shoul d be rnalD uld take place once a wee k ahd each tio 1 Y circles, thro ugho ut the
facilitator. the meeting_ sbOte lYone hour . ~~~u ality circles s moo th, effective and
thurob rule, : 1;::~ :e~ ~e the operation
4. As a .
ro,0_1na ]<'u llcti ons :
hould be for apP nt
meeting s a.oageJJle and stee ring conu niv- ~~. 9,. Reg ister s qual ity circles in the division.
1 in abou t top m
7
Que 2.20, Exp a 1
2
· Conv enes stee ring com mitt ee
meet ings and c· ul t
ire a e r ecor d, note s
Ans wer 7
· ther eof.
A. Top Man agem ent : . vel who exten d all t~e nece ssar y support Org
3· publanis es sy~tema ti~ do_cumenta tion of quality circle case stud ies and
. ishe s thei r com pilat ion annu ally.
1
· The executives at the highe
a1·t
st le
ircles an
d thro ugh thei r pers onal presen
. ·ty of the qu 1 Yc
to the activ1 . and other maJor . qual ity circ1e ac t·ivi·t·ies mak e theice 4 Prepar e . train
. ing mate rial for facilitators and lead ers
at the prese ntations r · with tram mg depa rtme nts. · ·
lO CODJU UCt ion
·
supp ort visible to all.
5 Ex.poses all emp loye es at the gras s-roots
· to the conc ept of qual ity circle. and different levels of executives
a. Fun ction s : . unde rstan ding and faith in the conc
ept
1. Demonstrate unequivocally its B, Fac ilita tor :
of quality circles._ nual budget for mee ting the expe ndit ure
Make provision 10 t~e an! of 1. Faci litat or is us~a lly a s_e nior ~fficer of the depa rtme nt
2_ circl es are wor king and is nom rnate d by whe re quality
f100 of quality circ e. the man agem ent.
opera t
. . ployees at diffe rent leve ls for mak ing the 2. He does not only guid e the qual ity circle activity in
3. Give necessary guidance o em lf enth uses othe rs to get invo lved in thes bis area but also
quali ty circle movement a se -sus tained .succ ess. e activities.
.
4. Attend manageme nt Presen· tation ofva nous circl es. a. Fun ctio ns:
5. . 1 commendations with out any dela ys.
Respond to t he c1rc 1. Atte nd qual ity circl e mee tings .
e re .
6. Perio dically review the QC activities on a regu 2. Coo rdin ate with the train ing officer for orga
lar basi s. nising nece ssary train ing
B. Stee ring Com mitt ee : · prog ram mes in SQC tech niqu es.
1. As soon as a decision is made to impl 3. Coo rdin ate and obta in the supp
eme nt qual ity circl es prog ramm e, ort and assistance from othe r functional
the steering committee comprising the chie area s whe nev er requ ired by the quality
f exec utiv e, divis iona l heads circles.
of departments and the coordinator is cons 4. Arra nge for peri odic al man agem
titut ed. ent pres enta tions and to sche dule
2. The chief executive and the coordinator act mee ting s of qual ity circl es. ·
as chai rma n and secre tary ·
of the steer ing committee. 5. Com mun icat e the stee ring com
mitt ee deci sion s rega rdin g the
a. Fun ctio ns: imp lem enta tion of reco mme ndat ions
subm itted by quality circles.
1. Establish the programme objectives and reso 6. Stre ngth en and prom ote parti cipa
urce s. tive cultu re with in the orga niza tion.
2.
3.
Promote quality circles in the orga niza tion.
Nominate coordinator and facilitators.
~
f}i¼,!~.Jt,i~Explain the role of leader and member in QC.
4.
~ evelop working methodology and give the
circle. gw·deli nes rela ted to quality
A. Lea der :
5. Provide necessary prov · ·
reports of quali ty . isifions m t he annu al .
. .
budg et and grad e the project 1. Lea der is chos en by the mem bers of a a1·t
1 ·rcle among themselves.
1
c1rc es or awar ds. qu Y Cl
Qu-e 4.21 ,] Exp lain 2. The dep uty lead er may also be. chos b the uality circle so as to
di en Y
-1 coor nator and faci lit t ens ure tha t circ le mee ting· s and othe r ac t~wi•ti·es wou ld go on
a or. unin terr upte dly even if the lead er is
not pres ent.
 -"ects Diagnosis
______
and Pre,.vent•_
Vell loll . r.,1anagement / TQM
Q1'g]itY'
edings of the circle n-. Training of facilitators to in ill <MFlOE-7) E
. . he proce ,.,eeti c. and gm'd e f,or the efficientvo 1ve the
Functions · ding t llg8 f . mas teach
a. , unctioni er, Promoter catal
. ters regar Training for circle leaders d ng of QCs. ' yst
·
Mrun tain regis hi t ·
. ness of s earn wit a se h d.
1. I tiorJS etc. h b an members Of
problem se ec ee of cohesive Ilse of A
1 0 g with t e a ove aspects of QC team.
1 . t hni concepts and method 1
. . a high degr . 5. rvOpr
oblern so vmg ec ques are covered m .
the tr . .
.
o ogy, SlIDple
2. Mrun_trun ce towards the same.
identity. . rove perforlllan fbe circle members should learn h a1rung programmes
Set circle goals and in1p d present to the departmental heads 6. to apply statistical methods to probi°w to function effective! . ·
3- . port an and 1 bl ems and iss · Y ma group
are the proJect re and ana yse pro ems, gather data and to ues m their work, identify
4· Prep co JD JD I'ttee • 1· present their find·
steering . eas in problem so vmg. . d mgs.
. er functional ar Wnte own the advant
. ·n existing circles. Q11 .. ages and run1•tations of quality
5. Interact with oth . .
b rs to JOI citcleS, ,
6. Catalyze non mem e .
B. Members:
the basic elemen
t of the structure of QC. ~
,· ,, ;\dvantages :
1. Members are 'b te actively to the effective functioni
A- promote high level of productivity and 1. .
2. The members shouldb ctotn;rp1e~formance of their work area in every~ of 1. qua ity mmdedness
·
their QC, aiming at e e ay z. Self and mutual development of employees.
on an ongoing basis. Creating team spirit and unit of action.
3.
a. Functions : . . . Increased ..
motivation, job satisfaction and 'd . their
. d actively participate m quality circle meeting and 4· pn em work
Meet regu1ar1Yan and cost reduction. ·
1. .
contribute ideas for problem solvmg. 5. Waste
6_ Improved communication and safety.
Catalyze generation of cohesive team working in work
2.
7_ Enhancement in consciousness and morale 0 f emp1oyees through
area. recognitioI,1 of their activity.
3. Strive for the highest standards of performance of the circle.
. 8. Increased utilization of human resource potential.
4. Involve in the improvement of the total performance of the organization. 9. Leadership development and trained staff.
5. Take part in the mid-term and top management presentations. 10. Identifies work related problems and·solves them effectively.
~e 4.28. j Explain the necessity of training for quality circle B. Limitations :
1. The overall productivity may decrease initially as the members turn
activities.
from their daily work to the task of organising themselves and
Answer undergoing training.

1. For successful implementation of quality circles, it is essential that the 2. A large investment of time and money is required for a concept that is
concepts, methods and techniques are understood thoroughly. essentially new and unproven in the organisation's context.
2· ~ppropriate training for different sections of employees needs to be 3. The chances of errors increase initially. Mistakes are
unparted. inevitable as employees adjust to a new way of doing things.
3. 4. Over-expectation of some employees who are too excited initially may
f training that keeps the programme moving steadily-towards the
It is the
goa1o a more effective and productive organization. turn to dis 1ppointme.1t and drop out.
4. 5· After circle implementation a period of confusion may arise. This is
Such training comprises of:
because people experiment with new ideas, new skills and new roles.
a. Brief orientation ro . .
philosophy of QC P gramme for top management for explaining 6· Changes in system and control may become necessary.
and role of management.
b. Programme for middle lev .
and supp":-t to be . . el exec..itives in the concepts, operations
provided to circles.
 'I

. Manag ement / TQM

~ - - - - - - - . . . : __ _ _ _ _ _
1~1~3~(MFJ~~O~E~-7)~E

[ ;~R;.1J
JSO-9000 and its . Standa rdizat ion, Taguchi method ,
180 _9000, JIT.
Concept of Qualit~
CON CEP T □ UTLINE: FIART -1
Management

~=--------===::. . .
UNI T
standa rdizat ion : It ~s temporary crystallization of the best accepta
ble
solutio n to a r~curr mg p~oblem , formulated in a scientific
and
system atic ~ashwn by poolmg t.he ~owled ge of all those who
are
...................................................... (113E · 129Ji:) concerned with the problem and is subJected to review and revision
rnrnon consen t, and one should comply to it. by
Part-1 .............. . co d d'
Types of Stan ar 1zat·10n :
Standardizati.on a. Multi tier standa rdization system,
Taguchi Method
b. Compa ny /In-pla nt standards,
1SO9000
JIT c. Nation al st~nda rds e.g. BIS,
. . Part-I·· ·····················:··· ··· ········· ·· ···· ··· ·· ······ ········· 113E d. Intern ational standa rds e.g. ISO, and
A Concept Outline ·
.
B. Longan d Medium Answer Type Questio ns ..... •·········· ···· ···· ··· ····· ··· 113E e. Regional standa rds e.g. Euro-Norms.

......................... (129E · 139E) ISO-9000 : Standa rdization in order to meet the requirements
Part-2 ..................... .. of
interna tionall y accepte d quality system .
ISO-9001 : Model for quality assurance in de sign/de velopm
• ISO 14000 ent,
production, install ation and servicing.
• Documentation - ISO-9002 : Model for quality assurance in production and installa
~ Quality lnformati.on Sy~tem tion.
JSO-9003 : Model for quality assurance in final inspection and test.
~ Auditin g
JSO-9004: Qualit y system and management element guidelines.
JIT: The objective of just in time method is to increase the invento
Concept Outline : Par t· 2 ······· ····· ··· ·· ····· ··· · · · · · · · · · · · · · · · ......................... 129E ry
nA:Long and Medium Answer Type Questio ns ···· ·: ·········· ........... . .. ...
.. 129E
turnov er and someti mes to reduce the inventory holding cost.

Quest ions-A nswer s

Long Answ er Type and Medium Answer Type Questi ons

Que 5.1. I What is need for qualit y system ?

Answe r I
1. To ensure the quality , it is necessai~y t O ; ake systematic controls at
f~ ts and achievements of
every stage and also take critical review O e odr t
t h e compa ny with respec t t O qua rty
1 of the pro uc ·
ee is needed
2 . of every emp 1oy
· For makin g system atic cont rols, coop erationk. · n the organiz
. ,
. at10n.
since quality depend s on every pe rson war mg i
112 <MFlOE-7) E
 d its concept of Quality Manage _l'tY Management/ TQM
1s0-9000 an ~ QtJl:l>l .- -- ---
114 (MFJOE-7) E . t important in understand· Controlling in-process/, 115 <MFioE-7) E
, 1. volvement is_mo~ men ting them. All these 111&_ the d. d t. perfonnan ,
re uc wn, cycle time cont 1 ce using meas
3. Every eropfinloydie•:gs :01utions and imqp~ty and reliability of the p:~tdiolls , ro chart ures such as scr
roblems, . • d improve . ll.ct e. Maintaining constructive dis . s, and so forth. ap
P uld lead to maintain an. the quality of the product and . performance. satisfaction with th
wo f cturer can ass~rhe full confidence: call . e present level of
4 The manu a ance wit . . f Eliminatrng waste and rew k
· tee its perform t m helps to mamtarn the qua}· . . . or wherev .
guaran f the sys e fi db ity of Jnvestigatmg activities that d er it occurs.
arty assurance O f on of the irm an etter cust g. with the aimofeliminatingt~notadd_valuetotheproductorse .
5. Sound qu i d hence the reputa l . OllJ.er
the products an . . . ose activities rvice,
h. Elimmatmg nonconformities · all ·
relations. . d towards developing standards on quaUt if the increment of improvemme t . phases of everyone's work even
6. Hence,e ftiorts are directe y
· Using benchmarking to impro
n 1s small '
·
system. dardization ? i. . ve competitive advant
I . the need for stan . j: Jnnovatrng to achieve breakthroughs. age.
Qae 5.2. J Exp am
k. Incorporating lessons learned int0 fut . ..
ure activities
,Answer
•
~ t
ance sys em
makes it essential for the industries t
o
1. Using technical tools such as st f f ·
experimental design, benchmar~ is ica1. process_ control (SPC),
l. So~d ~uali~y ~~ur ality system standards. (QFD), and so forth. g quality funct10n deployment
mamtam urufo ~ . . ow an important effective managernent Continuous process improvement is designed t t'li h
standard1zat10n is n . .. 4 O u 1 ze t e resources of
2. Company . al 't and productiVIty. . · · t·10n t o ac hi eve
the orgamza
tool for improvmg qu 1 Y •1 •. a quality driven culture.
di f1 are the two essentia pre-requ1s1tes for a S. Individuals must think, act, and speak quality.
3. Quality and st anda~ za ~:cts and services in the competitive business
company, to market its pro 6_ An organization_attempts to :ea~h a single minded link between quality
environment. . . and work execut10n
. ·th standards. Quality encompasses safety, . h . by educatmg its constituent to "continuously" analyze
1 and improve t e1r own work, the processes, and their work group.
4. Qu_ali!~ th us beb~ l~ts WI rformance and acceptability of products by
rehab1hty, dura 1 1 Y, pe · \ B. Innovation :
consumers. . l. Innovation in values a drastic improvement in the states of current
5. Hence, qu al I·ty nee ds are to be built in .the product
h fi durrng
d . research,
. method as a result oflarge investment in new technology and equipment.
• deve Iopment and production and m fact t e oun ation on which
design,
quality is built is the standards. . 2. The companies which do nothing for innovation can't face the market
war.
;toe 5.3. ,·, Explain continuous improvement and innovation. 3. The western companies worship at the altar of innovation, which is the
main reason of their success. -
IUPTU 2011-12, Marks04J
4. Innovation brings major changes in the wake of technological

wer ~
breakthroughs or the introduction of the latest management concepts
~ or production techniques.
A. Continuous Improvement : . 5. It is a one shot phenomenon but results of it are seldom visible
I. Quality based organization~ should strive to achieve perfect10n by
continuously improving the business and production processes. immediately. .
6 Th f CAD CAM and MRP techniques in production is an innovative
2. Of course, perfection is impossible because the race is never over; . e use o , d t' thod
idea, if it is not in use at the present time pro uc ion me ·
however, we must continually strive for its attainment.
3. Improvement is made by ----... t ? How does job
Que 5.4. !What do you mean by empowennen ·
a. Viewing all work as a process, whether it is associated wi th enlargement and job enrichment improves quality'! j
production or business activities.
[UPTU 2011-12, Marks 04 _
b. Making all processes effective, efficient, and adaptable.
c. Anticipating changing customer needs.
 'I
. Management/ TQM
·t concept of Qual ity M"~ QUl).IJtY
150 _goo 0 and i s ___::_ __- --- -•age lllellt fbe quali ty assur ance guide b . 11
4. 7 <MFJOE-7) E
19 72, were intro duce d in 19 lu hshed by BSI DK M
. 7
fo Jlleet t h e grow ing awar en · IL standards in
AnsWer 7 t we ruean that m:rff
1. By em~w e;~:n the production s \;tio nal
e respo nsibi lity for quali ty
as we know effec tive sholll() 6, tand ard was devel oped by B~Is _of quality in
5 bl ' h d fi th the 10
. d
t
.
•

frame work throug~UaJity were pu is e or e usage of BS m 1979 F US nes BS 5750

be ass1gn e . . 57 . urthe r in 1981 th .
ire a proper organJ d 50. , e guide s
management requ ·mplernente . Which JSO re~s ed and ISsued BS-5750 in
6. on quah ty syste m. 19 ·
q uality progranunes a~e _1 al to the quality of produ cts is influe nc 87 as ISO-9000 series of standards
. finclividu s d
2. The contri butwn o nnel [actors: e b prin ciple :
the following perso 1 Y, ft,
. . fl eets an indiv idua 's m e ntal atf JSO-9000 quali ty stand ards stipu] t
Quality minde dnes s .. This ie 111 1 f 1. . 1· d . . .
. applic able at a eve s rom execu tivitude guide m~s an mmm ~um requi reme nts for a ecert amm
a. towar ds quality.Thi s facto r is 3:11ageme~t practices as
es to and servi ces confo rming to the needs f
makmg quaht y of products
operators. . t
a1·t and its con ro 1.
1
° customers
b. Knowledge of qu 1 Y
2. fhese are devel oped for facili tating ·inte rnat1o . ·
servi ces. nal h ·
c. Quality Ski s :
·u These. repres ent the exper tise 1·of anf opera tor or a exc ange of goods and
. bs essen tial to the qua 1ty o a produ All these syste ms are essen tially self-di • li
tradesman in performing Jo ct 3· princ
.
3. It helps in improvin~ ~u
.
~r
art as the mana geme nt 1s .
able to influe n .
quality cultu re, wher e the work ers c~~s
workers and est abll g_0 for work excellence
.
.
.
iples of harm oniza tion of specifiic ts_cip ned st
of third party . a ion.and cont'
andards based on the
.
muous surveillanc e
pride in their job an stn ve e 4· This stand ard gives guide lines for selectio
. . . d .
Some other a. Bene fits : . nan use of appropnate model.
4. reasons are as following .
a. It impro ves emplo yee motivation. 1. ·:This enab les to mil eet the requi reme nts
. of an internat1·on 11 .,. .
. . . g enhances skills and other relat ed attnb quali ty syste m.
b. Qu al 1ty trruru n utes ofth a Y un11orm
e
worke rs. 2· It enab les the comp any to build customer confid
· · · h d en th t ·t •
c. It inspires more effective team' work and
deve~ops some leadership . dehv ermg t e pro ucts and servic es of desire ce a 1 1s capable of
among some emplo yees who have the poten tial. d quality.
· 3. It redu ces the need for asses smen t by multi
d. It allows and promo tes the employees to ple buyers. It thus avoids
solve the probl em in their time and mone y spen t on multi ple inspe
work area, thereby giving job satisf actio n. ctions of the products for
confo rman ce.
Que 5.5. j What is ISO-9000 ? Explain its 4. Iflnd ian indu stry adop ts this, it would enhan
prin ciple , bene fits and ce foreign exchange and
comp ete in the inter natio nal mark et.
'
limitations? I UPTU 2011-12, Marks 06 5. To adop t this, it is neces sary to estab
J
lish and main tain sound quality
assur ance syste m. This resul t in improveme
OR nt in efficiency and reduction
What is ISO 9000 ? Explain its salient featu res. in inspe ction , scrap and rewo rk.
6. Adop tion of this helps to enhan ce qualit
y image of the company and
I UPTU 2013-14, Marks 10 J
gives a comp etitiv e edge over the other comp
anies which do not have
this quali ty syste m.
Answer
7. Moti vates the empl oyees and devel
1. ops pride in them for achieving
!SO-900? is a series of stanc:ards on quali ty syste excel lence .
m was form ul ated by
mtern atrnnal organization for stand ardiz ation
in orde r to meet the C. Lim itati ons :
requiremen ts of internationally uniform quali
ty syste m. L The impl emen tatio n of this series of stand
2. ards is very much dem'.1°~ng
The European Nation trade has reach ed an unde on resou rces. The form ulatin g and docum
• 1992 trade trans t'100 rstan ding that the po 5t enting of the system is time
h . ac wou Id be dealt only with those comp ·
anies wh0 cons umin g and expen sive.
ave registered ISO-9000 quality system.
3. The developed 2. Asse ssme nt and regis tratio n are also expen
count ri st sive.
specifying th . es arted produ cing their own stand ards ~
or 3. Unle ss caref ully inter prete d an d P1anne d the syste m can become
e vanet y of produ cts of manu fact urers . ' d' mal operations
. burd enso me and expen sive, quite often impen
mg nor ·
 ·ty Management/ TQM
and its concept of Quality Mana . l ,
Qdal .
JS0-9()00 ·- -- - -- - gel:IJ.e ontrol of non-conforming P d
119 <MFJOE-7) E
18 ___.nE-7> E d accept new wor king pract· l\t 13· C ro ucts
1 \J.YI.P'" nudes an be ice corrective action, J

d to change at I b'litY of the company yond its ab l to.ay 14,

4. The nee gement capa I l ity t IIandling, storage, packaging d .
strain the mana · o 15 . uality records, an dehvery
Q ,
cope.
_ I
and n,s e emen s.
•l t 16,
k •:!I Write about JSO·9001 .. 17
,rraining,
· Internal quality audit,
18,
~7 . Statistical techniques,
has to pass through several stages after . . 19,
servicing.
l. A product or a se;1c\ is supplied to the customer. Even after 1~tt is zo. '
conceived and beiore 1
/

r a necess1
•ty may arise to keep a follow up act· is
. . ion
Ina) Write short notes on th ~ ..... .,,_.,,, · /:
supplied to the use ' " any problem m usmg the product. ' so iq- e ,ollowmg :
th 8 t the user does not. iace model for quality
assurance at all t ' JSo-9002
2. ISO-9001 standard givthes a roduct and continuing even after the ps adges A- JS0-9003
13.
starting from designing e P ro Uct c. IS0-9004
is delivered to the customer. .
. Ii to industries that design, produce, mstall product and proVid
3. This_app es al r the requirements of the customer. e
service after s es as pe
ustomer states his application and the supplier wo ks Some products require quality assurance onl duri .
4. In these cases the c 'f • d r .
out the final design, makes changes I require . 1. they are delivered to the customer in his p Y . ng product10n and till
. remises.
A set of specifications is then prepared. The manufacturer has to open It gives a model quality assurance for such products.
5· his manufacturing stages to the customer so a_s to enable the customer 2.
to judge the supplier's capability of manufacturing the product as per his 3. In such cases
, the
. manufacturer gives his own des1gn · t o mee t. th e
customer s reqmrements. and has to only prove the product·10n process
requirements. is ·capable of producing the product as per the requirements of the
6. After the product is manufactured and inspected :or conformance with customer and that the supplier can install the product at the customer's
specifications it should be installed ~y the supplier at the customer's premises satisfactorily.
premises and a trial run should be conducted. Even after installation,
the supplier has to provide necessary services for maintenance of 4. Civil structures, construction of bridge etc, are the examples.
equipment for trouble free performance. 5. So, this model is applicable where the assurance on quality is required
only during production and upto satisfactory installation. ·
A. Elements :
1. Management responsibility, B. IS0-9003 :
2. Control review, 1. Certain products require quality assurance only after they are
manufactured i.e., at the time of supply.
3. . Quality system,
2. The customer is not concerned with how they are manufactured.He is
4. Design control, interested only in getting the product of desired quality as stated by the
5. Documents control,
supplier.
6. Purchasing, 3. ISO-9003 standard gives a model of quality assurance in such cases.
7. Purchaser supplied product, . liances petroleum products,
4. Examples of such products are domest IC app ' . . .h
8. Product id~ntification and traceability, components used in the assembly of manufacture ofbi~ger_items sue
thi
9. Process control, as automobiles etc. Most of the customer items also fall m s category.
lO. Inspection ·and testing, C. IS0-9004: · and
. . t act between supplier
11. Inspection, measuring and test equip t 1. ISO-9001, 9002, and 9003 apply where a con r
12 I . men'
· nspecbon and test status, contractor exists.
 V

. ~a.nag ement I TQM

d its concept of Quality Mana
,...n;,HlE-7) E
1s0-9000 an ·-=- ---- ---- gell:l.e
Q\J9JitY
Jnte
rnal and externa l noise f
. 121 <MEloE 7)
120 li.-.u:,,~ ll.t bl .
.
al . at1ons co
mpanies may adopt ISO-9oo4 ~- c a11ed ass1gna e vanatio ns · actors constitu
.
te h
· E
Wh· . . w atw e h ave previousl
2. In non-cont~act~ ~:~ity managements.
gives guidelines or lch A Robust design 1s one in whi h
of the customer that the organi 1 t· l · the fun · Y
It is essential to ~
b ·1d confidence t zati 6- r>
product are re a 1ve y msensitive' c to ct1on .and performance of
Variatio
al ·ty of the produc . on. d . th
3.
can supp Y e1 th des1redq u l d
ak everal integra te steps m . managi In process es1gn, ro bustness me ns1nan fth
Yo e noise facto
e
The organization has _to t e Indirect effect on its image to deliv ng al! 6. ood produc t with minimal effe:-~that the process conti r.
4. hich have direct or er the g erating environ ment. rom uncontrollabl nu~t~ produce
matters w .op e variation in its
d al't
1
pro uc O ts fdesired qu Y·
f the organization toward s mainta inin
5. These integrated effialo~ts mo anagement.
1 g the ~ What do you mean by orthogonal
qu alitY culture is qu f Y ality management taken togethe r mak '"' . array? Explain its
6. All these elements o qu opert1es.
e the pr r, wrn°o o'.;7-:: :--::-:: ---
quality system. -
> LuPT,u 2011-12, Marks 05 j
. the Taguchi method in qualit y engine ering
~u J EQ1 ~ •
~
Answer l ualit enaineering encompasses a broad range of engmee
. rin Experiment design usually involves att
1· which can involve several factors at .
emalptmg to optimize a process
sever levels.
1. The term q Y t th
is o ensure a t a pro duct's qualityg
0 --
and operational activities_whose aim. •

. Orthogonal arrays represe nt a simplified method of tt·

characteristics are at their target values. 2 experim ent. pu mg together an
_ Taguchi has an important influence on it~ d~velo pment,
2
especially in
the design area-both product and process es1gn. _ The origina l develo pment of the concept b s·
3 Englan d in 1930. was Y ir R.A. Fischer of
A. Robust Design :
1. An important Taguchi principle is to set specific ations on
produc t and 4. Taguchi constru cted a special set of orthogonal arrays. Hi s
process parameters to create a design that resists failure or reduced approach
t akes eac h of .th e .f actors at two levels and works ou t hi h h
performance in the face of variations. w c as the
greates t contrib ution to the end result.
2. Taguchi calls the variations, noise factors.
3. A noise factor is a source of variation that is difficult to control and 5. Taguchi method gives a fast and pragmatic approach to the optimization
that of p~oducts an~ p~·ocesses. It can also be used for tolerance design in
affects the functional characteristics of the produc t.
settmg of statisti cally based tolerances, allowing either improved
4. Three types of noise factors can be disting uished 1',lS follow :
perform ance throug h tighter tolerances or cheaper designs in non-
a. Unit to Unit Noise Factors : critical areas.
1. These are inherent random variations in the process and produc t caused
by variability in raw materials, machinery, and human particip ation. A Prope rties :
ii. They are associated with the production process that is in statistic 1. The 8 in the design ation OAS represents the number ofrows, which is
al
control. · • also the numbe r treatm ent conditions (TC) and the degrees of freedom.
b. Internal Noise Factor s:
21 Across the top of the orthogo nal array is the maximum number of
i. These sources of variation are interna l to the produc t o~ process .
factors that can be used which in this case is seven.
ii. They in clude time dependent factors such as wear of mechan ical '
compo~ents, spoilage of raw materia ls and fatigue of metal parts and 3. The levels are design ated by 1 and 2. If more levels occur in the arrd~Y,,
h ''Oan +
operational errors such as Improp
tool. · . on the produc ts or machi'ne then 3, 4, 5 and so forth, are used. Other schemes sue as - ' '
er settmg
can be used.
c. External Noise Factors : 4, Th . romised by changing the
i. e orthog onal proper ty of the OA 1s not comp
An external
product suchnoise factor i
as out .d s a source of variati on that is extern al tot he rows or the column s.
and input voltage. SI e temper ature, humidi ty, raw materi al supply,
 ·t r,1:anagement / TQM
d ·ts concept of Quality Managen:i Qt.loJJ 'J
rso-9()()0 an J ------- ent 123 <ME/o&,7) E
rf1hi S iJlvolves having the right it

al AJ"l'&Y (OAS) g. l,.... right place and at the right tns of the rightquaJ·ty
tbe une. 1 and quantity .
ortho,on
'foYota mot?r company identifies seven . lil
5 6 7
3 9. ntinuous improvement in producti wastes as being the t
co .
nates, 1mprovement IS ·
achieved ""-
on Proce argets of
w,,.,., · u1ey are .sses. By attending to t hese
2 2 2 waste of Overproduction : ·
2 2 ll• r;,i:raioate by reducing setup times
1 2 , SYnchroniz•
2 2 .i;,u
3 1. b tween processes, compacting la t . . mg quantities and timin '
2 2 2 e . d d you , v1s1bilit g
4 2 onlY what 1s nee e now. Y, and so forth, make
2 1 2 waste of Waitin g :
5 2 2 .
2 I 2 1 b, Eliminate through synchronizing work fl
6 2 2
2 2 1 1. balance uneven loads by flexible work ow as .much as possible and
7 2 2 ers or equipments
2 1 1 2 Waste of Transportation : ·
8 2 2 C.
Establish layouts and locations to mak t
Ffg. 5,9.l, 1· unnecessar y , if possible . e rans port and handling

. 5.U), I What 1s. t b e coneept of JIT? Explain its genesis.

Que
2. They r ationalize t r ansport and material h dl'
eliminated. an mg that can not be
IUPTU 2011-12, Marks 1~ d. Waste of Processing Itself:
OR 1. First quest ion why t his product should be made at all th
. h
, en w y each
Write s hort note on JIT Technique. IUPTU 2013-14, Marks 1~ process 1s necessa ry. ·
Extend thinking beyond economy of scale or speed.
2.
Auwer J e. Waste of Stocks :_
1. JJT is a Japanese production management philosophy wh ich has been l. Reduce ~Y. s hortening setup times and reducing lead times, by
applied in practice since the early 1970s in many Japanese manufacturing synchromzmg work flows and improving work skills, and even by
organizations. smoothing fluctuations in demand for the product. ·
2. This approach was first developed in Japan by Toyota Company that's 2. Reducing all the other wastes reduces the waste of stocks.
why called the 'Toyota manufacturing system.'
f. Waste of Motion :
3. Just in time emphasizes waste reduction, total quality control and
devotion to the customer. 1. Study motion for economy and consistency.
4. 2. Economy improves productivity and consistency improves quality.
One of the central ideas of this system is the elimination of waste from
the manufacturing process. Its goal is t o optimize p r ocesses and 3. First improve the m otions, then mechanize or automate.
procedures by continuous pursuing waste r eduction . 4. Otherwise there is danger of automating waste.
5. This involved reducing waste and using materials and resources in the g. Waste of Making Defective Products :
mo~t efficient possible manner. The input of sustained effort over a long
penod of time within the framework of continuous improvement is key. 1. Develop t h e produ ction process to prevent defects from being_made so
6. as t o eliminat e inspection. ·
This is ~chieved by a focus on a continuous stream of small improvements 2 d ak defects Make processes
• •fi m Japan as 'Kaizen ' an d h as been recognised as one of the mos t
known · At each pr oce ss a ccept no defects an m e no ·
sigru 1cant elements of JIT philosophy. · fail-safe t o do this. .
7. JIT production is defined as a : 3 F al' oduct automatically.
· rom a q uality process comes a qu ity pr
"Philosophy that focuses att t' . . . t' f JIT system,
or manufacturin • en IOn on eliminating waste by purchasing Explain the charactens ics 0
g Just enough of th . h . . . . "
e rig t items Just m time .
 d 1•ts concept of Quality Manag ·t :r,.1anagement / TQM
JS0-9000 an ~ellt Qt.l13J1 y .
_:l:_24:...:(MF/O==-:...E_·_7)_E_ _ _ ------
'fbe J{anban card is a conunon1 125 <MEIOE.7) E

~ I rtain UJllque
.characteristics that h elp to achj
. . I d eve
2- for the parts from a preceding tr~~ed t_ool for conun . .
,,r· toout this card, which serv Uct1on stage. un.1cat1ng the need
l. JIT system clisplays ce . d benefits. This me u es : a v•J esasanauth0 .
smooth flow of production an 3- Jll 0 ved. nzation n
, o Part or lot can be
Pull System : Write down the
A. b the customer pulls output frorn Q1Je ad van tag
h fi al product y tf h the es and li .
1. Purchase of t e Ul . 1 ·ch in turn pulls outpu rom t e precedi ysteJIJ.• n11tations of JIT
final stage of production, w u ng

2.
s
tagesofproduction.
.
Each production stage P
d.
u]ls output from the prece mg stages when it i
. considered a pull system. 8
~
,A.dvantages :
needed. Hence, a JIT system is
f..F,educed inve ntory levels and man f .
B. Quality : 1. u actunng lead t·
· d
. hi h quality levels for pro uc t d es1gn, Encouragement of worker partic· t· . 1mes.
productio 2. . ipa ion m proble .
1. JTT systems requlfe ~ lied by the vendors. n Jroproved rela tions with supplie m solvmg.
process and raw matenals supp . . 3. . d. t. . rs and smooth
· •ded with adequate tools, trammg, support reroovmg isrup ions and m efficiency. production flow by
2. Also workers are prov1 . . d . f hi ,
, d thority for ensurmg pro uct10n o gh quaJit O verall better quality of whatever i 8 d
encouragement an au Y 4. pro uced.
goods. Less scrap and less raw material less k .
5. ' wor -m-process invent
C. Small Lot Sizes : Increased employee and equipment effi . ory.
6. 1ciency.
1.
This system use small Jot sizes in the production process. It requires Less finished goods sitting.
small deliveries from suppliers. 7.
Small Jot sizes permit greater flexibility in scheduling and reduce in- 8. Facility .floor space
.
is saved because ther
e are no rework 1. t
2. production mistakes. mes o correct
process inventory.
B. Disadvantages or Limitations :
3. Flexibility enables quick response to changing customer demands.
l. Not able to meet any unforeseen demand .
4. Reduced inventory levels help to minimize holding costs, space and
Needs establishment oflong term business part
clutter. 2· . nersh.1p wit
• h suppliers.
.
5. Also smaller lots require less inspection and lower rework costs. 3. Needs contmuous and close evaluation and follow up of the whole process.
D. Quick Setups : 4. High risk is involved due to short term planning and a minimum level of
Setup procedures are simple and standardized to enable frequent and inventory.
1.
quick setups due to smaller lot sizes. 5. Suppliers of input materials need to be educated about the quality by the
E. Production Smoothing : customers/company.
1. To ensure a smooth flow of goods from the supplier to the final stage of Que 5-13. , Give historical background of ISO. Give its significance
production, all activities are carefully coordinated and changes to the
production plan are minimized. also. \ UPTU 2015-16, Marks rs \
F. Suppliers:
1. Since this system requires high quality materials d elivered on time and Answer
uses·small lot sizes, it aiso requires reliable s uppliers who are willing to L Increased press u re· ~n qu ality improvements led to the develop~en_t of
shjp high quali ty materials and parts on a regular basis. standards ,or asscs<.: 6 ·t he way in which quality was managed wi thin a
1

F. Kanban Card : supplier con 1pany .

1. Co~ unica_tion ~tween a production stage and the preceding stages is a. Increased international competition, particularly for Japanese
carried out m various ways to ensure timely and smooth movement of competito rs; ·
parts and materials. . . ments whereby supplier
b. The proliferation of multiple as sessdifferentcustomers;
companies would be assessed by many
 . :rJaDagernent / TQM
d its concept of Quali ty Managellle
rso-9()00 gJl 982 127
nt The UK G (MEIOE-7) E
126 (MFJOE-7> E ns and the limita tions of prod . overrun
bilitY concer . Uct which it was ent Published .
_,.;na product Jj a Jj r protection. BS 5750 as a r~ro?osed to specifya white paper in
c. Increli"...., ·djng SUPP e . ---+-----
5tgJJ.dardinproV1 din general and Ul the_uK_m · quirement i confo
elopment in the worl -Aer there were typical mtern
partic ular Th I
e ntern ation al S n governm t rmanc.
e to
2. The dev ation I en contracts.
II gJJ.d there8J• ' unde r the h . tandard o .-- (ISO)
rgarusation--
during World War. of ualitY system d ds a 'd c a1rmansh'
stan ar . . : WI espre ad interest in Ip. of Canad
trends in the adoption q ding to present day quali~ a recognised
y syste m standard
-historical development }ea began work on Inte ~ty system standards d
3. This
. , began w k rnational Q 1.
. or on Intern ati an
ua ity system and

--
is given table.
J)evelop111ent UK nat10nal standard. onal version based on the
$.No. Period . , MIL-Q - -9858A and MIL-Q-45208A were 1983-1985 The launc hing of the N .
1. 1945-1950
AJDen s
used ascaquality :ons
system ~pee ifi cat · an d mspe
.
ction
14. Coun cil for Cert 'fi
. h
est ablis compete 1 1catio
. ahona l Accreditat·
n B d'
standard re
spectively 10 the de1ense contr acts
.d. . .
nc1es and imo art' ies (NACCB)10n t
.:__ ---::-=--1----::p=r_ov-:1:--m_g_c_e_rt_ifi_.:1_:::ca:.:t:io,... o
British defense stand ards series DEFS TAN o5 n t, 0 BS 57p i;tlity for bodies
2. 1950-1955 - 51180 9000
operationalized. . 1985- 1987 The Britis h Consume p .
15 incen tive to businesse: torotect10n Act provid ·
D loproent of three series of stand ards desi ed an
3. 1955-1960 gn~ 'prod uct or service in ord e~urlie ~he_qualityoftheir
fo;;A TO use and called Allied Quali ty Assur ance
Publication (AQAP.) 6.
~7
1987
--rT be;~ ~~; ::== :er~ o~m ~i~ tl~ia~b~il~
it~Y:_
· --- ~
1 The
. publication of a range f
The American Society for Qual~ty Contr ol (ASQC)- . m t ernat ional quality s to commo n na t'10nal and
4. 1960-1968 "Qua lity Syste m Model ~s eQm s~andards entitl~d
was set up and ASQC-Std-1968 estab lished . or uahty Assurance".
Emphasis increased on quant ity and quali ty was 17. 1987-1992 The Euro p'ean comm ·t
5. 1960-1970 comm on tradin g mar k::\ t: :~o~ ards
0
inspected by product stand ards. a
need for a communit . g g ted the
American National Standards Instit ute (ANSI) was stand d y-wide supplier assessment
6. 1970-1973 ar s.
established and starte d opera tions . In the UK
publication ofBS 5173 completed. 18. 1992-94 Revis ion of interna~ional quality system standards
was comp leted durrng this period.
7. 1970-1974 Guide to the operation and evalu ation of quali ty
system was published. 19. 1994 Revis ed ISO 9000 stand ard were finalised and ar
being followed throughout the world.
8. 1974-1978 ANSI/ASQC standard A3(1978) was estab lished on e
quality systems terminology. 20. 1994 D_eveloping co~n tries like India, Hong Kong,
9. ANSI/ASQC standard Z-1.15 (1978) was estab lished onwa rds Smga pore, Thai-l and etc. established their own
1978-1979
which were the generic guide lines for corpo rate natio nal stand ard agencies for ISO 9000 certification
industry standards. (e.g., BIS in India)

10. 1978-1979 Publication of BS 5750 by the Briti sh Stand ards Bure au of India n Stand ard (BIS), a National
21. 1994--1998
Institutio~ which is written by indus try for indus try Stand ards Body, starte d certification to ISO 9000
as fue national third-party asses smen t stand ard. for comp anies in India. BIS today has trained lead
asses sors and audit ors operating all over the
11. 1978-1979 Cana dian Stand ard Asso ciatio n (CSA ) was coun try. BIS recen tly has got accreditation by
~~1ab:ted and c~e out with stand ard Z.229.1 Dutc h Council for Certification (Rvc). Netherlands
2 . · on Qual ity Assu rance to .
Prog ramm e Othe r foreig n certification agencies operating_
Re qmrements. in
. . BVQI TUV NQA IRQS are also domg
In d 1a, viz., , , , .
accre ditati on job.
 V

·t r,1an ager nent / TQM

iso-9000 an d its conc__
- __ ept of Qua lity Man a
__ __ _ a~iJ1 Y
gen:ie e f cuse s on the "Voice of the C 12
128 (MFJOE-1> E 0 9 <MF./og.7) E
llt l5- ~OC0ll stoil ler Sati sfac tion ." ustomer" while the
b six sigJJlR ? Exp lain how six . other fo
!Qu e &141 What do you JJlean y ~s•IDlla
UPTU 2011-1~, Mark
ooe
taug ht that you shou ld anal
l6• pe rforill data an .alys1s. . yze data hi! cuses on
8
. .w e the other ms1s
. . ts you to
is diffe rent froJJl TQM, :" sigJlla focu s 1s on specific pro;e t
... OS 1 ,,. . alyt ' Jc sand 1sd .
S proc ess usin
l . tbe g an . ical and stati .
Answer
1.
7 _ ept that answ ers cust ome rs dem
Six sigma is a businessf con~usiness proc
s. bareO revi . ews
. the enti re qual ity man
IS 1111nunum reqm.rem ents are agement s te
st'ic al tools
es1gned to drill down mto
·
.

esse s. a nd for l establ'is hed ys in m hand ensures th at

high quali ty and. defe bt1siness .
. ct reed its impr ovem ent shou ld eac segment of the
2. Cust ome r satis factw n an be the hi h
g est
prior ities of any busin ess.
3. Ther e have al ways be e
n many stati.stica
. l meth ods for
mea suri n "·I
PA RT :~ l. ,
g cl!ld ,,, 14000, Doc
-· ume ntat ion,
, ., . Quality, ·Inr; . System
impr
. ovin
. g quality. born when Motorola publ ishe d its 50 ~ ,orm
' ation
- ' . ·. ·
, . ,.A ~diting
4. ix sigm a was six sigm a qu 1-.
S a ity CO NC EP T OU TL INE . p
prog ramm e in 1987 . • AR T-2
5. Six sigm a was deve loped by Mike
l J. Har ry. --.Sman
O agem
140 00 Ser ies : The ISO 14000 fami
l .
. The prog ramm e gain ed publ
icity whe n Mot orol a won the Malc . . ent stan dard s, acco . rding to the presYent of plan
environmental
6 olm 23 ind1v1dual stan dard s, gmd eline c •
Bald rige quality award. s and technical re ' ompnses
7 !::;::,,;:~:~ :~:.:~:::'d;{;:~::~ :!~.~~: w hieh is used ;,
envi ronm ent man agem ent syste m.
ISO 14001 : Env iron men tal man
with guid ance for use.agem ent syst
port related to
S .
em - pec1f .
8. The stan dard deviation indic ates how ication
tigh tly the vari ous exam ples are ISO 140 04: Env iron men tal man
' d 1· agem ent syst e _ G.
clus tered arou nd the mea n in a set of
data . gm e. mes on prin , ciple s , syst em and m ener a l
9. Six sigm a is a business method of impr suppor t mg·
ovin g qual ity bx-re mov ing defects t ec hn1que s.
and their causes in business activ ities ISO 14010 : Gui deli nes for envi
. ronm enta l audi ting _ General
10. It conc entr ates on thos e outp uts · prin cipl es
which are imp orta nt to cust ome rs.
11. This meth od uses various stati Quall ty Info rma tion Sys tem : It
stical tools to mea sure busi ness proc is the perfect choice to manage
esses. prod uctio n, satis fy audi tors, and mee
t customer's quality- reporting
12. Six sigm a is carri ed out as proje requ irem ents , and it can be impl
cts. eme nted with limited staff time ,
13. Mos t common type is the DMA
IC (Define, Mea sure , Ana lyze , Impr budg et, and IT reso urce s.
ove, Doc ume ntat ion
Cont rol) method. : The docu men tatio n includes quality
· qua lity pro ced ures , wor k inst manual,
ruct ions and form s/rec ords /
f 1. Establishing I
management ➔
2. Information I ➔ 3. Trai ning ➔
spec ifica tion s/fil es, etc. The re wou
divisions of docu men tatio n: Poli cy-
ld'be normally four hierarchical
Proc edur es- Practices - Records
gath ering
commitme nt or Proo fs.
I I

Aud iting : A syst ema tic and independ ,

ent examination to determine
whe ther qua lity acti vitie s comply

L
with planned arra~gementsd
whe ther thes e · arra nge men ts are
iropleme_n te~ effectively an
4. Deve loping I ➔
5. Business
processes to
I 6. Con duct in g whe ther thes e are suit able to achie
ve the obJectives.
mom tormg six sigm a
systems · be improved
proj ects
are chosen
Questions-Answers
Con tinu ous imp rove men t · _ Type Questions
. Fig.
. 5.14.1. Six Sigm a im PIemen tati0
. n model - gene ral leve Lo~g Ans wer Type and Mediulll .Ans
l wer · · ·
14. 8 ix sigm a and ISO both r eqmre
. data ,md are focu sed on imp
rove men t-
 ·t Management I TQM
QtllJ)l y
d ·ts concept of Quality Managell1 vironmental Aspects in Prod 131 <MEIOE-7) E
JS0-9000 an J _ : : - - -- -- en.t
f;llbeling (EL), and Life-Cycle Assuct Standard (EAPS) .
130 (MFJOE- 7) .E 1,1:1 essrnent (LCA). ' Environment
. ·
so 14000?
G' e its historical background
JV all.cl
l
~e 5.15,
, its elements.
What 1 JS .

Answer l ..
. al Or anization io1
t: . Standards (ISO) completed the quaI.
ity . mental aspects .
Environmental Iabehng
1. The Internation g SO 9000) in 1987. "' v1ronduct standard .
r,ll 1 ife cycle assessn1ent
management system (I 'th ·ncreased emphasis on environment pro
ill . 14020 Basic principles
alongw1 1 . d 1 . al . 64 EAPS Guide 14021 Self declaration 14040 Principles and
2 Its worldwide success, . JSO's decis10n to eve op environment I 0u1de
· t.r unl ental in
· issues, was ins . a 14024 Third party framework
14025 T e III declaratio 14044 Requirements
manage ment standard. ·
. Advisory Group on th e E nvrronme t • , ns and guidelines
fi . d the Strategic . 1C . n )fig. 5.15.2. Product evaluat·ion standards
•
3. In 1991, ISO orme fi tion of Techrnca omm1ttee (TC) 207 i .
(SAGE), which led to the onna n
1992. . t develop standar d ior ·
an E"nvironmental ~ What are the concepts ofISO 14001 ?
t:

4. The mission of TC
Management System
20 (1:s~which was identified as ISO 14000.

how the overall usmess ai;

hensive management system that addresses
'
· pro d uc t s and services
· its
5· The EMS is partbof a.compreti vi ties · includmg
'
;;-wer 7
L This standatrdl provides organizations with the elements fo
impact the environment. . . . environmen a management system (EMS) hi h . r an
. • company participation m environmental ' w c can be mtegrated
6. The EMS max1m1zes into other . ,
management systems to help to achi eve environmental and
. 1
performance now and in the future. economic goa s. ·
7. The series is divided into two separate areas : the requirements for registration and/or self-declarat·10n of
2· It describes
. . , EMS
A. Organizational Evaluation Standards : the org·an1zation s .
1. These standards as shown in Fig. 5.15.1 and consist of three categories
3. Demonstration of successful implementation of the system can be used
: Environmental Management System (EMS), Environmental Auditing
to assure other parties that an appropriate EMS is in place.
(EA), and Environmental Performance Evaluation (EPE).
2. ISO 14001 entitled, ''Environmental Management System-Specifications 4. It was written to be applicable to all types and sizes of organizations and
with Guidance for Use," gives the elements that organizations are to accommodate diverse geographical, cultural and sodal conditions.
required to conform to if they seek registration. 5. The basic approach to EMS is shown in Fig. 5.16.1.

I Organizational evaluation standards I 6. It begins with the environmental policy, which is followed by planning,
implementation and operation, checking and corrective action, and
management review.
I I ?. The approach follows the PDSA. cycle.
Environmental Environmental auditing Environmental
management system performance evaluation 8· There 1s . sequence of events t o ac hi eve continual improvement.
· a logical
9 M · d ently or revisited
14001 Specification
14004 General guidelines
guidelines ISO 19011 14031 guidelines

Fig. 5·15·1· Organizational evaluation standards.

- ,

10
any of the requirements may be develope concurr
at anytime.
.
· The overall aim is to support envlfonme~t P
al rotection and prevention
.
B. Product Evaluation Standards : of pollution in balance with socioeconomic needs. ·
2 11, . normative references,
1.
These st andards ~re under development and are shown in Fig. 5.1 5· · There are four sections to the standard-sc~:;, mative annex.
2. They consist of three categories : definitions, and EMS requirements and an or
1
 cept of Quality Manage }_IJ:aJlagement / TQM
and its con '----- -__:- : lllell.t
1s0-9000 "~it1 . . . 133 <MF.lo
Q Jdeotific ation of existing manag --- E.-7) E,
d ement pol' .
. "'valuat ion of past performa nce w·th icies and procedure
P . regard t 0 h .
e, feedback from mvestiga tionofpr e .
l s.
. . t e above .
f. . g. !V1ous Incidents of noncomp''
J'lsJlJlln · uance.
C· .5 area cootains four elements : environm al
'fbl ·rements , objectiv es and targets and ent. aspects, legal and oth
l- reqtll ) , en;v1ronmental er
dT"am(s · management
proe,~
,I ·ronJJle ntal Aspects :
~ Continual
...- Impleme ntation V·
~JlVI .
relation ship among the en;vironm ent
and operation 1
Management jmprovexnent ..,_ l, '?1e acts, and the standard is necessar y for su:c::tc ~s, environmental
review ~ iJllP tandard. 'ul unplementation of
tbe s
/ t ·j ' z.
. It requires that environ mental aspects of an
duct and services that it can control andrinflgarO • • ,
uzation s activities,
pro ' uence be 1·d
·thin the defined scope in order to determin e th . entified
W1 • • . e environmental impact
Checking and 'fhe organiza tion shall take mto account plannin f ·
corrective action 3· ·n new/mod ified activitie s, products and servic g O new
1 _ es. developments
.• .. .:.!:i·' .
Fig. 5.16.1. EnVll'o~ en~-man .,
"aaeme~t, ~y~t;ril m'~a~i:-
~- - ·"·= .. .. . .,
g. 1,egal and Other Requir ements :
'fhe standar d requires the organiza tion to have a d . .
What are the requirements of ISO 14001? 1. and have access to alllegal and other requirem ents toprochie_ urh_et tobsc1de~tify
. w C l SU nbes.
2. In general, lelglal ~nlv1~on mental requirem ents are those attribute d to
goverrun enta egis ative and regulato ry action.
A.
General Requirements :
F. Objecti ves and Target s :
The organizations shall establish, maintain ~d continua ~ly improve an
1.
environmental management system that mcludes pohcy, planning , 1. The organiz ation shall establis h and maintain these objectives and
implementation and operation, checking and correctiv e action, and targets at each relevan t function and level.
management review. 2. They shall be consiste nt with the policy statemen t especially in regard to
2. These requirements are given in the rest of the standard . the preventi on of pollutio n and shall be measurab le (wherever practical).
3. The organization shall define and document the scope of its environm ent G. Enviro nmenta l Manag ement Program (s) :
management system.
1. The organiza tion shall establish and maintain a program(s) for achieving
B. Environmental Policy :
the objectiv es and targets.
1. The organization's policy statemen t should be based on its mission and 2, It shall include designa tion of the responsib le function team or individual
values. _
and a timefra me for achieve ment. This requirem ent can be achieved
2. It should show managem t
.
th e enVIronmental activitie en comm1•tment, leadersh
_ . and
ip . n for
direct10 with the followin g terms :
impleme tal d . • ' .
s, managem ent will ensure that the policy 1s a. State the objectiv e/target .
n an carried out.
3. An initial environm b. State the purpose (How the objective /target will support the policy).
ental revie 18. . . .
a Id t'fi . w suggested which mcludes the followmg:
. en I icat10n oflegislative d c. Describ e how the objectiv e/target will be achieved .
b. Identificatio f . an regulato ry requirem ents. ,
. no enVIronmental . d. State the program (team) leader. .
services that can ha . . aspects of its activitie s product s, or
ve s1gruficant . . . . . ' e
·
De · • di ·d als sponsible for specific tasks.
c. Identification of existi s1gnate departm ents and m vi u re
. . impact and liabilitie s.
ng activities with supplier s. f. Establi sh the schedul e for completi on of t h e tasks.
. h . •nclude format , content,
g. Establi sh the program review, whic WI11 1
and revie w s che
 I '
I

.r,1anagernent / TQM
Ql.llllitY
d its concept of Quality Manag ,nunication :
JS0-9000 an -~ - - - - -- - ___:_ enient corn
134 (MFJOE-7) E C, A keY aspect of any management
1. _1,ehOlders. Program is comm . .
, inforotation system ? stl:ll'- · un1cat1on with 11
Que 1us. J What is quahtY e st andard r e quire s that pro d a
'fh
d fi . t al ce ure h establ. h
2, aintaine or m ern communic t · s s all be
111 • . a ion amon 1 1s ed and
Answer J . •roplementation and operation of Eh rf'he organization shall decide wheth g a I employees.
. ·tant ro 1e JD J "'!S P' "fi t . er to comm .
It pl ays a very nnpoi
1. 3. jts signi_ican e_n vironmental aspects and . un1cate externally about
and related standa~ds. a e production, satisfy auditors, and lll han1 sm for it. . .
shall also estabt'·1sh suitable
J]]e C
2. It is the perfect choice to;an r!quirements. . eet
f;Jl-vironmental Manag~ment Syste
customer's quali ty- repo wg . b d t d l), . . h m Document t'
·th limited staff, time, u ge an IT resourc 'fhe orgamzat10n s all establish and . . . a 10n :
3 It can be implemente d wi . .. es.
· . . elements : structure ~d responsibility; trainj 1. electronic form, to describe the core ~amtam information in paper o
4. Thi s area contaUlS seven . communicat10n; EMS documentat · ng, interaction and proviJe direction to ap ~mebnts of the syste:U and thei;
and competency, ion• . P ca le related d
awareness, t·10 nal control; and emergency preparedn ' ISO 14000 reqmres a documentation t ocuments.
document control; ope1ia ess
2. which makes integration of the twos syts em very eas similar to ISO 9001
and response. . ys ems very '
onsibility and Authonty: f,, Operational Control : y.
A Resources, Ro Ies, R esP
.b•i·t· and authorities shall be defined, documented ' . ..
This element aligns operations and act' •t·ies mcludm
1 Rol es respons1 1 1 ies, · h EMS
. 1. 'd 'fi d . . 1v1 b
'
. an d comm . t d fior all personal affectmg t e with the i enti ie significant environm en t aI aspectsg su contractors
umca e · ·
olicy, and enVJronmenta l objectives and t argets. , environmental
2. They must be given the freedom and authority to take the necessary P
actions. 2. Cover situations where their absem:e could lead to deviatio f h
3. An organization chart is one method to show the flow of authority. policy and the objectives and targets. ns rom t e

4. A management representative roust be appointed and ~v~n the authority F, Emergency Preparedne ss and Response :
to ensure that this standard is being met and to periodically report to 1. Procedures are required to identify and respond t 0 t t' 1 .
senior management the status of EMS with the aim of continued and emergency situations. \ po en ia accidents
improvement. -
2· In should prevent of mitigate th e enVJronmenta
B. Training, Awareness, and Competency: . addition the procedures
. , 1
impact of these accidents and emergency situations. .
1. Training needs should be evaluated on a regular basis, usually annually
G. Checking and CorrectivJ Action :
to ensure their effectiveness.
I. Effective decisions usually ryquire quantifiable data.
2. There are two types of training: general awareness and job competency
requirements for any person(s) performing tasks for or on behalf of an 2. The organization is requ lred to monitor and measure th~ key
organization shall be defined. characteristic s of its objective a,nd activities in order to assess its
performance in meeting environmenta l operations and targets,
3. General awareness includes the importance of conformance to the EMS,
the relationship of significant environmental impacts to the employees 3. Procedures are required to define responsibility and authority for
work activities, employee roles and responsibiliti es and potential a. Handling and investigating nonconformance,
consequences of failing to follow specific operating procedures.
b. Taking action to mitigate any impacts,
4. At a minimum, this training should include :
c. Initiating corrective and preventative action, and
a. Record of training needs assessments.
d. Evaluating the need for action(s) to prevent non conformities.
b. Task competency requirements.
C. Training procedures. H. EMS Audit:
d.
1· The purpose of this audit is to ensure that the EMS conforms to plans
Training plans.
and is being properly implemented and maintained. . .
e. Records of training delivered to· speci"fi c emp l oyees. !
2 . ,_r t'100 hould be distnbuted
· Internal or self audit and external audit uuorma st ·ew process.
. management to assis
t0 semor .tm. th managemen rev1
e
 . . 1s0-g000,an
d its concept of Quality Managell le
nt
I G"
gJitY ~
811
ageIDent I TQM
------'
instructi ons should also specify h
worlr.b uld undertak e the Work and h ow the Work
137 tl.n:,,_,

h
'"'~ll:-7) F.:

186 (ME'OE-1> E pe frequency and methodoJo . t po s o . w at records s Ould be d0

' .
the scofor conducting dits gies
and rePort. , · w . struction s should be clear' co ncise . are to be maint . ne;
ures should cover t,s au and ct· liIIled
Audit proced . d reqwremen lllg ,,r rJr. J1l au 1table. ·
3.
. _ vYo and Record s:
and responsibilities an 3 fof01B
teSnlts. t . tegory of ISO 9000 document atio d
n emonst
L ManaPDl ent Review: . ·on if applicable , is required to ensu 'fll!S ca
rvice
.d d h as been developed
prov1 e rates that the od
ment review and reVJSJ 'y and effectiven ess of the EMs . re J. or setbe specified requirem ents. and Produced in ac prd uct
1. Manage ·t b"1Jity adequac ' witb cor ance
the continuing sw a ' . t involve top managem ent in the E1ts proves that the quality system is O •
Th intent of this clause is o Jt a1so perat1ng effect.
2. e nt process. 2. alitY records are those documen ts which fur . . ively.
continuous improveme .
tand by documen tation ? 3. j:ctivitie s performe d or results achieved. nish obJectives evidence
d
- What do you un ers
Quality manual t---•[P olicyJ

procedure s manual [!,lethods1 For SSis

Documen tation of Quality Systems : ~/thes e two
A. . . 1i ·t . that the quality system should be document ed
1. ISO9000JSqwteexp c1 m . , Work instructio ns levels may
established and maintained . [r-D-e-ta-il_s_] be combined.
2. The docume)'.ltation includes : Form, files and records
a.Quality Manual : ···,o s.i3Basitq~a1ity ;y·~- .l·t!,J Ucture'
· . .
.
,,, . ,,, ...,:,,.,., ·, ..,.c,.,. .,. ,,, , . • , ••.;,. , .,,,.,. ~
1. Quality manual is the first level of document ation. oocuments Approv al : · , =·, ,_ "

2. It should state the company's policy with respect to quality and identify e.
the corresponding responsibilities and records. · It is required that approval and authorisa tion of all th e documents be
1. •d t ·
line with the carne ou .
3. This first level of documentation should be structure d in
te personnel within
sections ofISO-9000. 2_ This resp?nsi? ility should be assigned to appropria
the orgamzat 10n (generall y, the approving authority) .
4. It communicates the quality policy and objectives of an organizat ion.
5. It should ~ circulated internally to ensure its recognitio n and externally 3. The standard requires that a control should be exercised to ensure that
to promote the orgru;iization in its business activities. only pertinen t documen ts are maintaine d at correct revision status
b; Quality Procedur es :
wherever and wheneve r they are required by removing all obsolete
document ation.
1. Opinion is divided as to whether the quality procedur es should reflect
the .requirements of the standards or the operation s of the business.
B. Benefits of Docume ntation :
2. Most com~anies employ hybrid approach whereby certain procedur es 1. Documen tation formalis es the way people carry out their day to day
relate specifi~y to the standard (for example, control ofnon conformin g activities, providin g on acceptab le practices and feedback on action;
product)_ whereas other reflect the business process (for examples , 2- Documen tation provides formats for standardi zing practices and hence
preparation of quotations ).
results in consisten cy in the managem ents decisions;
3.
Th_e ~roce~ure is a specified way to perform an activity. 3· It provides referenc e for assessing degree of enforcement in practi~e;
4. This is designed to instruct th .,~ .
4 th
and objectives e d . e worAiorce m broad terms-ho w the policies · Documen tation provides a method for new entrants and on e job
achieved. xpresse. m the quality manual are being addresse d and processes·
5 th
C. Work Instructio ns : · · It also fac;litate s troublesh ooting for tracing back on e processes;
_c to internatio nally
1.
The _third level of documentat.100 . 6. It ·
is necessar y for demonst rating comorma nce ·r by
details ofhow indiv.iduaJ k uiving
is normally company specific ~- t . . 1· 'th ISO 9000 and facilitating recogru wn
te t' wor proce (fc ' . acceptable prac ices m me w1
thi
s mg, etc.) are carrle~.ut withinsses or examples, welding, soldenng ,
_., a company. ~ a r t y or custome rs.
.\

~ '
0
~!1JExplain quality system audit ?
 \ I

MaJlagement I TQM
·t concept of Quality Manage Ql.l9Jjt}'
JS0-9000 an d i s, ~ - . . : - - - - - - - lllent
ditS lllaY be prompt~d by a need t 139 (ME/oE.7)
138 (MFJOE-7) E
10, fi.lJ ~..,ating from a previous audit o follow up E
, f Q aii
eJlli:1-'' . on corr t'
b·ectives o u ty Audits: ec ive actions

A.
.AnaWer
1
, 1
Quality SysteD1 Aud_it _:
. fi d as "a systematic and independ
a, O ~ General Objectives are .
v 'fJle
•
.
To determine the conformity
A quality system audit is hdeth1:; quality activities comply with pb,,.,,:nt 9 1 'th . or non Confi
1. . . d t rnune w e . 1 ted _,,•ed . elelllents w1 specified requireme orniityofthe . -
exanunation to e e . angement are unp emen effect' To determine the effectiven nts, quality system
ther these arr . t' " IVeJy
arrangements, w he . bl to achieve obJeC 1ves . z. t· th l 'd d ess of the.
in lllee mg e ai own quality ob· l~plemented u .
are su1ta e 1
and whether th ese fthe key management too s for achie . To afford an opportunity to im ~ectives, q ality system
2. Quality system auditt.is one o al 'ty policy.
the qu I
V1ng 3. ·t th 1· t·
To perm1 e 1s mg of the aud •t - prove the 1·
qua 1ty syst
the objectives set ou _in . rder to verify whether a quality sy t 4. fi third l ed orgaru em, and
3. Audits should be earned out in ° s ein a register or -
·f· Ob. .
party certifi t·
ca wn
sation's qualit
Ysystem m
.
is effective and suitable. d for reduction, elimination and m fbe Spec1 1c ~ectives are : ·
4
. It also provides for .the fnonnee comorm1
_J: ·t·ies. ' ost b, _ r_r0 evaluate a supplier before establishin
1
importantly' prevention dit o an be used by the management for improvj framework
. of a contractual rel a t·10nship 1 n th e
. g a relationship , w·thi
5. The results of these au s c
the overall performance of the orgaruza i~n.
. t' ng z.
To verify that the supplier's quality syst~
specified requirements and is be. . m continues to meet th
6. The main stages of an audit are as follow . - mg1mpleme t d ffi e
_ To evaluate an organization's own uar n e e ectively.
a. Planning-40 % 3 system standard. q ity system against a quality
b. Performing-40 %.
c. Reporting-IO% ~ What are the benefits ofEMS-ISO 14000 ?
Follow-up--10 %
d.
;;wer, 7 .
1. EMS benefits can be categorized as global d . .
\------ Systems audits A. Glob~l : an orgaruzat10nal.
Quality
manual 1. Facilitate trade and remove trade barn· ers,
Procedures
,,___ _ Compliance audits 2. Improve
. environmental performance of P1ane t Earth, and
manual 3. Bmld consensus that there is a ne e d ior l' environmental
·

Work instructions management and a common terminology for EMS.

B. Organizational :
Fig. s:2~:i: Depth of quality system aud.its.
1. Assurin g customers of a commitment to environmental
7. In terms of the organization carrying out the a udit, the following manage ment.
distinctions r.an also be made. 2. Meeting customer requirements, the primary · rea son for
a. Internal audits are carried out by a cmi0 ran y on its own quality organizations to become certified. -
systems. 3. Maintaining a good public/community relations image.
b. External audits are carried out by a company to ev aluate supplier's 4. Satisfying investor criteria and improving access to capital.
quality systems. 5. Obtaining insurance at reasonable cost.
c. Extrinsic or second/third party audits are carried ou t, ,n the company
6. Increasing m arket share that results from a competitive advantage.
by a customer or a third party organization .
7. Reducing accident s that result in liability.
8. Based upon the above definitions the most common f, · 1. of oudits ai·e:
8. Improving defense posture in litigation.
a. Internal company audits: These are internal or l,o;npiiance audits;
b. Assessment of suppl' 9. Conserving input materials and energy. . .
. iers . Th ese are external systems audits,
· • an d
c. Accreditation assessm en t .• These are extnns1c
. . system au dits.
' IO. Facilitating the attainment of permits and authonzatwn.
.
9. Th
· th . be r ou t'me or may be prompted by significant changes
ese audits. may ll. Improving industry and government relations.
m e orgaruzat10n's quart 1 Ysys t em, process, product or service qua1·ty
1
·