Module 1: Introduction Quality Management

What is strategic quality management?

First we need to understand what is strategy it means action of plan to achieve organization
goals which is directly related performance of the market place

Therefore SQM can be defined as

As the process of establishing long-range quality goals and defining the approach to meeting
those goals. SQM is developed, implemented, and led by the upper management.

Quality planning , Quality evaluation, Quality improvement, Quality control

Illustrate with example what is benchmarking in quality?

Benchmarking is a process where you measure your company’s success against

other similar companies to discover if there is a gap in performance that can be
closed by improving your performance. Studying other companies can highlight what
it takes to enhance your company’s efficiency and become a bigger player in your
industry.

Objectives: Comparison with others for improvement on same merits / a practice that can
help them understand how they're performing compared to their competitors.

1. Performance benchmarking involves gathering and comparing quantitative data

(i.e., measures or key performance indicators). Performance benchmarking is
usually the first step organizations take to identify performance gaps.
2. Practice benchmarking involves gathering and comparing qualitative
information about how an activity is conducted through people, processes,
and technology. 

3. Internal benchmarking compares metrics (performance benchmarking)

and/or practices (practice benchmarking) from different units, product lines,
departments, programs, geographies, etc., within the organization. 

4. External benchmarking compares metrics and/or practices of one

organization to one or many others. 

3. Explain conceptual framework with respect quality.

1.Inspection - checking, measuring, or testing one or more product or service characteristics

and comparing the results with the specific requirements to confirm compliance

2. Quality control- measures and procedures to follow in order to ensure that the
quality of a product is maintained and improved against a set of benchmarks and
that any errors encountered are either eliminated or reduced. The focus of
quality control is to ensure that the product and product manufacturing are not
only consistent but also in line with customer requirements.

3. Strategic quality control -Establishing long-range quality goals and defining the approach
to meeting those goals. SQM is developed, implemented, and led by the upper
management.

4.Quality assurance- The maintenance of a desired level of quality in a service or product,

5.SQM , TQM,SS

4. Define following: (i) Quality (ii) TQM (iii) Poka-Yoke

Quality is the the ability of a product or service to meet a customer's expectations for that
product or service
 TQM stands for total quality management, a quality management system for determining the
quality standard of a product during the manufacturing stage to eliminate all of the flaws and
defects. TQM (Total Quality Management) is a QM method that focuses on quality with the
participation of all employees.

Poka-Yoke

A poka-yoke is a mechanism that is put in place to prevent human error. The purpose of
a poka-yoke is to inhibit, correct or highlight an error as it occurs. Poka-yoke roughly means
"avoid unexpected surprises" or "avoid blunders" in Japanese.

5. Write a pros and cons of quality control.

Advantages Disadvantages

 It can help to prevent faulty goods
and services being sold.
 It is not disruptive to production-
workers continue producing,
inspectors do the checking.
It does not prevent waste of resources when products are faulty.
The process of inspecting the goods or service costs money, e.g. the wages paid
cost of testing goods in the laboratory.
It does not encourage all workers to be responsible for quality

 As with any quality system, the

business may benefit from an
improved reputation for quality and
and this may increase sales.

6. Discuss the role of Quality Engineer in organization

 Implementation of Quality Management System (QMS)

 Use of Advanced Product Quality Planning (APQP) tools from the design
concept, checking to manufacture, and finally monitoring of the finished
product. Tools like Failure Mode and Effects Analysis (FMEA) and Quality
Function Deployment (QFD) are useful here
 Integrate Voice of the customer (VOC) into new product designs and
processes. House of quality can be used here
 Identify and eliminate waste in business and manufacturing processes
 Collaborate with internal and external suppliers to ensure materials,
assemblies and components meet the quality and design requirements
 Implementation of process controls such as Statistical Process Control (SPC)
 Fix root causes: Work with customers to resolve any quality issues through
the application of Problem-Solving tools such as 8D, 5 Why, Cause and Effect
/ Ishikawa diagrams etc.  Implementing effective Root Cause Analysis (RCA)
measures to prevent the issue from re-occurring
 Ensure process controls are effective by developing of appropriate testing
methods and inspections
7. Distinguish about ISO: 9000 methods and its implementation in industry

ISO 9000 is defined as a set of international standards on quality management and quality assurance developed to help
companies effectively document the quality system elements needed to maintain an efficient quality system. They are not
specific to any one industry and can be applied to organizations of any size.

ISO 9000 can help a company satisfy its customers, meet regulatory requirements, and achieve continual improvement. It
should be considered to be a first step or the base level of a quality system.

STEP 1: COMMITMENT FROM TOP MANAGEMENT

The top management of an organisation should be determined and committed to implement a quality management system

STEP 2: ESTABLISHING AN IMPLEMENTATION TEAM

People are responsible for the implementation of ISO 9000. An implementation team, headed by a Service Provider and a
Management Representative (MR), is to be established. The Service Provider and MR is the coordinator and is responsible for
planning and overseeing the implementation of the quality management system. 

STEP 3: CONDUCTING ISO 9000 AWARENESS PROGRAMS

Conducting ISO 9000 awareness programs will inform all employees about the aim of a quality management system. These
include the advantages offered to customers and employees, their respective responsibilities and roles within the system, and
how the quality management system operates. 

STEP 4: PROVIDING TRAINING

All personnel and all areas in an organisation are affected by a quality management system. Training regarding the quality
management system should thus be provided for all employees.

STEP 5: CONDUCTING AN INITIAL STATUS SURVEY

A quality management system conforming to the ISO 9000 standard should be create

STEP 6: CREATING A DOCUMENTED IMPLEMENTATION PLAN

Once an organization’s quality management system has been compared with the ISO 9001:2015 standard, a documented
implementation plan is used to address any non-conformances

STEP 7: DEVELOPING A QUALITY MANAGEMENT SYSTEM DOCUMENTATION

Documentation is an area where non-conformance regarding quality management systems are very common.

STEP 8: CONTROL OF DOCUMENTS

In order to control quality management system documentation, a documented system should be created

STEP 9: IMPLEMENTATION

In large organizations, it is best to implement the quality management system being documented as the documentation is
developed

STEP 10: INTERNAL QUALITY AUDIT

The effectiveness of the installed system should be checked regularly by means of an internal quality audit

STEP 11: REVIEWING BY MANAGEMENT

A management review should be conducted three to six months after quality management system implementation took place.

STEP 12: PRE-ASSESSMENT AUDIT

Before applying for certification, a pre-assessment audit usually takes place.

STEP 13: CERTIFICATION AND REGISTRATION

A formal application for certification is made at a certification body as soon as the quality management system has been
operating for a few months and has stabilized.

STEP 14: CONTINUAL IMPROVEMENT

Although an organisation gained certification, it is important to note that it has to try and improve the suitability and
effectiveness of the quality management system on a continuous basis .

Module 2: Quality Standards and Business Excellence models

1. What is problem and problem solving for Quality circle? Explain its role in industry

 A problem is a situation, question, or thing that causes difficulty, stress, or

doubt. 

A Quality Circle or Quality Control Circle is a group of people from the same area,
coming together voluntarily to identify, analyze the work area problems, and find
effective solutions.

The quality circle steps include:

 Step 1: Training on 7 QC tools and Poka-Yoke

 Step 2: Forming and naming quality circles-
 QC circles are formed with 4 to 6 members.
 One member acts as a leader by rotation.
 One supervisor acts as a facilitator.
 Step 3: Identify Quality Circle themes
 Step 4: Select a project based on priority.
 Step 5: Find the best solution using standardized methodology.

quality circles contribute in increasing the quality, productivity and safety of the operations. More
importantly the workers develop a positive and problem solving attitude by participating in the QC
activities and derive more job satisfaction.

Explain the concept of 5S.

5S is defined as a methodology that results in a workplace that is clean, uncluttered, safe,

and well organized to help reduce waste and optimize productivity. It's designed to help
build a quality work environment, both physically and mentally.

The 5S is the acronym. of five Japanese words which stands for seiri (sorting),
seiton. (set in order), seiso (shining), seiketsu (standardize) and. shitsuke (sustain)
Explain basic concepts, scope, and implantation barriers of ISO 14000

BASIC CONCEPT

The ISO 14000 standards provide a guideline or framework for organizations that need to
systematize and improve their environmental management efforts.

SCOPE

Continuous improvement of environmental performance.

Five main potential barriers are identified:

(1) lack of commitment from the management of the stakeholders;

(2) lack of financial resources;

(3) lack of expertise on EMS;

(4) organizational;

(5) lack of engagement from Manpower.

4. Differentiate between Quality control and Quality assurance

Quality control Quality assurance

QC is a process which deliberates on It is a process which deliberates on
fulfilling the quality request providing assurance that quality request
will be achieved.
A QC aim is to identify and improve the A QA aim is to prevent the defect.
defects.
QA is the technique of managing quality.
QC is a method to verify quality.

QC always involves executing the program
Testing team is responsible for QC.
QC Example: Validation.
QC Means Action for executing the
planned process.
Statistical Technique used on QC is known
as Statistical Quality Control (SPC.)
QC makes sure the results of what you've
done are what you expected.
QC ensures that the standards are
followed while working on the product.
QC is the process to verify that
deliverables.
QC is responsible for software testing life
cycle.
QA does not involve executing the
program.
All team members are responsible for QA
QA Example: Verification
QA means Planning for doing a process.
Statistical Technique used on QA is known
as Statistical Process Control (SPC.)
QA makes sure you are doing the right
things
QA Defines standards and methodologies
to followed in order to meet the customer
requirements.
QA is the process to create the
deliverables.
QA is responsible for full software
development life cycle.
 What is PDCA Cycle? Explain it.

PDCA, which stands for Plan-Do-Check-Act, is a four-step project management tool for
implementing continuous improvement. It involves systematically testing possible
solutions, assessing the results, and implementing the ones that have shown to work.

It is also known as deming cycle

Plan- Identify and understand your problem or opportunity

Do-Once you've identified a potential solution, test it safely with a small-scale

pilot project.

3. Check- Analyze your pilot project's results against the criteria that you
defined

4. Act- This is where you implement your solution

Enlist types of quality system standard and explain anyone

Quality standards are defined as documents that provide requirements, specifications,

guidelines, or characteristics that can be used consistently to ensure that materials, products,
processes, and services are fit for their purpose.

Quality system standard

 The ISO 9000 Family of Standards

 AS9100

 ISO 13485

 Lean

 Six Sigma
 Module 3: Total Quality Management (TQM)

1. Give any three definitions of Quality

a) A quality process or product is fit for its purpose.

b) A quality process or product conforms to requirements.

c)Quality is the price consumers are willing to pay for a product or

service.

d) Quality is compliance to best known standards, processes and

specifications.
2. Discuss the contribution of any one of the Quality Gurus.

Dr. Joseph Juran

Juran’s Quality Trilogy (compared to financial management):
 Quality planning (financial budgeting) – create process that will enable one to meet the
desired goals
 Quality control (cost control) – monitor and adjust the process
 Quality improvement (profit improvement) – move the process to a better and improved
state of control through projects
Key points of Juran’s approach to quality improvement:
 Create awareness of the need for quality improvement
 Make quality improvement everyone’s job
 Create infrastructure for quality improvement
 Train the organization in quality improvement techniques
 Review progress towards quality improvement regularly
 Recognize winning teams
 Institutionalize quality improvement by including quality
Concentration on both external and internal customers

3. What is Total Quality Management (TQM)? Explain the principles of TQM

TQM can be summarized as a management system for a customer-focused

organization that involves all employees in continual improvement
#1 – Customer Focus

Every organization strives to serve only one purpose, i.e., customer satisfaction through quality
products and services

#2 – Employee Involvement

When implementing TQM, organizations need to create an environment where their

employees will feel empowered

#3 – Integrated System

Having an integrated system is a must for an organization to implement a TQM strategy

across its business processes

#4 – Process-Centric Approach

A product or service reaches the market after passing through different processes

#5 – Systematic Flow

TQM is all about strategic planning to achieve quality excellence and business objectives.
 #6 – Continual Efforts

Quality improvement should be a continuous process.

#7 – Factual Decision-Making

The organization must make fact-based decisions because every employee is participating in
the quality evaluation processes

#8 – Relationship Management

A well-maintained relation with stakeholders like customers and employees will ensure
proper quality control procedures and honest feedback

Explain for 14 points by W. Edwards Deming in TQM

1. Create a constant purpose toward improvement

2. Adopt the new philosophy
3. Cease dependence on inspection to achieve quality
4. Work with one supplier.
5. Continuous improvement
6. On-the-job training
7. Leadership
8. Drive out fear
9. Break down silos
10. No slogans
11. No quotas or numerical goals
12. Remove annual ratings or merits system.
13. Institute of education and self-improvement programs
14. Involve all workers in the transformation

5. Explain and concept of Joseph M. Juran in TQM

Dr. Joseph Juran

Juran’s Quality Trilogy (compared to financial management):
 Quality planning (financial budgeting) – create process that will enable one to meet the
desired goals
 Quality control (cost control) – monitor and adjust the process
 Quality improvement (profit improvement) – move the process to a better and improved
state of control through projects
Key points of Juran’s approach to quality improvement:
 Create awareness of the need for quality improvement
 Make quality improvement everyone’s job
 Create infrastructure for quality improvement
 Train the organization in quality improvement techniques
 Review progress towards quality improvement regularly
 Recognize winning teams
 Institutionalize quality improvement by including quality
 Concentration on both external and internal customers
6. Describes the barriers of TQM.

1) inadequate human resources development and management:

2) lack of planning for quality

3) lack of leadership for quality:

4) inadequate resources for TQM:

5) lack of customer focus. 

Write a pros and cons of Total quality management

Advantage

Advantage Disadvantage

1.Customer satisfaction. Increased costs

2.Employee engagement Customer dissatisfaction

3.Increased market share Difficult and time consuming

4.Productivity and less waste of

resources

5. Improved processes
 8. What is the difference between General Maintenance and Total Productive Maintenance?

Total productive maintenance (TPM) is a strategy that operates according to the idea
that everyone in a facility should participate in maintenance, rather than just the
maintenance team.  WHEREAS in general maintenance only maintenance crew will involve
in maintenance work.

9. Give roadmap for implementation of TQM in a manufacturing company

1. Clarify Vision, Mission, and Values. ... (C)

2. Identify Critical Success Factors (CSF) ... (I)
3. Develop Measures and Metrics to Track CSF Data. ... (D)
4. Identify Key Customer Groups. ... (I)
5. Solicit Customer Feedback. ...(S)
6. Develop A Survey Tool. ...(D)
7. Survey Each Customer Group. ...(S)
8. Develop An Improvement Plan.(D)
9.  Resurvey To See If Its Working (R )
10. Monitor CSF (M)
11. Incorporate Satisfaction Data into Marketing Plans ( I)
12. Maintain Current Technology (M)

Module 4: Six sigma and Experimental design

1. Explain Seven tools of Quality Improvements.
1. Flowcharts describe a process in as much detail as possible by graphically
displaying the steps in proper sequence
2. Check sheets  help organize data by category.
3. Pareto diagrams A Pareto diagram puts data in a hierarchical order which
allows the most significant problems to be corrected first. 
4. Cause and effect diagrams A fish bone diagram displays all contributing
factors and their relationships to the outcome to identify areas where data
should be collected and analysed
5. Histograms plots data in a frequency distribution table. What distinguishes
the histogram from a check sheet is that its data are grouped into rows so that
the identity of individual values is lost
6.Scatter diagrams shows how two variables are related and is thus used to
test for cause and effect relationships.
7. Control charts A control chart displays statistically determined upper and
lower limits drawn on either side of a process average .

2. Analyse Six sigma process and its principle with application

Six Sigma is a business methodology for quality improvement that
measures how many defects there are in a current process and seeks to
systematically eliminate them.
What are the key principles of Six Sigma?
The key sigma principles are the following:

 Customer focus

 Use data

 Improve continuously

 Involve people

 Be thorough
Six Sigma methodologies
The above principles can be applied with one of two improvement
methodologies: Six Sigma DMAIC and Six Sigma DMADV. Each term's
name is derived from the major steps in its process, but each has its own
use.
 DMAIC (define, measure, analyze, improve, control) is used to correct a
process that already exists.

 DMADV (define, measure, analyze, design, validate) is used to create a

new process.
DMAIC
Here is a step-by-step breakdown of Six Sigma DMAIC:

1. Define: Identify the project goals and all customer deliverables.

2. Measure: Understand current performance.

3. Analyze: Determine root causes of any defects.

4. Improve: Establish ways to eliminate defects and correct the process.

5. Control: Manage future process performance

3. Describe the preparation of Quality Function Deployment house of quality matrix by giving
suitable example

QFD is basically a planning process with a quality approach to new

product design, development, and implementation driven by
customer needs and values
4. Give Cause and Effect for Scatter diagram and Fishbone diagram as QC tools
A scatter diagram is used to show the relationship between two kinds of data.
It could be the relationship between a cause and an effect
The cause (speed) is on the x-axis. The effect (time it takes to get to work) is on the y-axis. Each
paired set of points is plotted on the scatter diagram.
A cause and effect diagram, often called a “fishbone” diagram, can help in brainstorming to identify
possible causes of a problem and in sorting ideas into useful categories. A fishbone diagram is a
visual way to look at cause and effect. It is a more structured approach than some other tools
available for brainstorming causes of a problem
5. Write a short note of Taguchi method.

The Taguchi method of quality control is an approach to engineering that

emphasizes the roles of research and development (R&D), and product
design and development in reducing the occurrence of defects and failures
in manufactured goods.

Draw and explain pareto analysis in QC tools.

The basic Pareto chart is designed to compare the frequencies of an occurrence, according
to problem categories.
Given a set of recurring problems, it is common that a few problems will occur to a greater
degree than all the other problems combined. A Pareto Analysis can be used to analyze this
unequal distribution of occurrences and separate out the ‘vital few’ from the ‘trivial many’.
 1. Discuss FMEA. Draw the format of FMEA. Explain with suitable example

 "Failure modes" means the ways, or modes, in which something might fail. Failures are any
errors or defects, especially ones that affect the customer, and can be potential or actual.
 "Effects analysis" refers to studying the consequences of those failures.

2. Explain the principle of concurrent engineering.

Concurrent engineering is a development and design method where all project phases
happen simultaneously. This technique effectively increases productivity while lowering
costs. The principle behind concurrent engineering encourages and improves
collaboration among different teams, departments and disciplines.

3. What is Flow chart in QC tool? Draw the diagram of flow chart

A Flow Chart is a visual representation of the different, usually

sequential steps involved in a process, service or event.
The Flow Chart is 1 of the 7 QC tools and can be utilized for many
different purposes.

One of the primary purposes of the Flow Chart is to provide a

common reference point of complex processes to facilitate root
cause analysis and discussion.