Roll no.

BC200405342

Name: Inayat khan

TOTAL QUALITY MANAGEMENT (MGT510)

ASSIGNMENT# 1
Question 1.
You are required to identify the type of quality cost that Honda is executing as per given case.
Answer: -
Type of Quality cost = Appraisal Costs
These include the costs of:
 Incoming and source inspection/test of purchased material
 In-process and final inspection/test Product,
 process or service audits
 Calibration of measuring and test equipment
 Associated supplies and materials

Question 2.

Briefly discuss four potential challenges of implementing QC circle activities.

Answer: -
Following are four potential challenges of implementing QC circle activities.
 Lack of management commitment
Management's dedication is either weak or is not being effectively conveyed to all employees.
When a company's top brass delegates the program's research and implementation to a lower-
level executive, the result is often a lack of management buy-in. This task does not get much
attention since this individual has other responsibilities, and as a result, several crucial phases in
the program's execution are skipped, including the definition of management's commitment to
the programme.
 Lack of capacity
The appointed worker may also lack the skills necessary to do the task. After attending a
workshop on QC Circle implementation, he crafts a strategy for putting it into action but is
unsuccessful in persuading upper management to adopt it. The obstacle with some businesses is
that management's dedication wasn't made clear to everyone, or that those who were made aware
of it weren't given enough time to fully grasp it. Some of these businesses overcame these
roadblocks by re-launching their programmes with speeches from the company president
outlining his or her personal investment in the initiative, highlighting the firm's early successes,
and urging employees to rally behind the new initiative. In subsequent meetings with their
respective staffs, department heads elaborated on their commitment to the organisation as a
whole.
 Lack of participation by department management
This occurs again in businesses where not enough time was spent getting ready for the program's
launch. Upper management met with the department heads to clarify their position when it
became clear that they were not engaging or, even worse, were displaying hostility against the
Circles. An organization's upper echelons dispatched department heads to regional and national
conferences so that they may learn more about the QC Circle approach. In a different instance,
QC Circle participation was included into the assessment of department heads' productivity.
 No person assigned on a full-time basis
Without delegating a person or people to administer the programme on a full-time basis, it will
be impossible to get the initiative off the ground and running effectively.