Professional Documents
Culture Documents
Unit I
Unit I
PART A
1. Define TQM.
TQM is the management approach of an organization, centered on quality, based on the
participation of all its members and aiming at long-term success through customer satisfaction, and
benefits to all members of the organization and to society.
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.
TQM is an enhancement to the traditional way of doing business. It is the art of managing the
whole to achieve excellence. It is defined both a philosophy and a set of guiding principles that
represent the foundation of a continuously improving organization. It is the application of
quantitative methods and human resources to improve all the processes within an organization and
exceed customer needs now and in the future. It integrates fundamental management techniques,
existing improvement efforts, and technical tools under a disciplined approach.
2. Define Quality? Or How can quality be quantified? NOV/DEC 2011, MAY/JUNE 2014,
MAY/JUNE 2015 ,MAY/JUNE 2016
Quality is a predictable degree of uniformity and dependability, at low cost and suited to
the market (Deming)
Quality is fitness for use (Juran)
Quality is conformance to requirements (Crosby)
Quality = Performance /Expectations
11. Give the Obstacles associated with TQM Implementation? MAY/JUNE 2015
Lack of management commitment
Inability to change organizational culture
Improper planning
Lack of continuous training and education
Incompatible organizational structure and isolated individuals and departments
Ineffective measurement techniques and lack of access to data and results.
Paying inadequate attention to internal and external customers.
Inadequate use of empowerment and teamwork.
18. What are four absolutes of quality observed by Crosby? DEC 2012 (May 2017)
FOUR ABSOLUTES OF QUALITY:
First Absolute: The definition of quality is conformance to requirements, not
goodness.
Second Absolute: The system for causing quality is preventive, not appraisal.
Third Absolute: The performance standard must be zero defect, not “that’s close
enough”
Fourth Absolute: The measurement of quality is the price of non- conformance, not
indexes
21. What is a mission statement and list the key elements of mission statement?
The mission statement answers the following questions: who we are, who are the
customers, what we do, and how we do it.
The mission statement, is usually one paragraph, describes the function of the
organization. It provides a clear statement of purpose fro employees, customers and
suppliers.
o Obligation to stakeholders
o Scope of the business
o Sources of competitive advantage
o View of the future
25. What are the important factors that influenced purchases? (or) What are the customer perceptions
of quality?
Performance
Features
Service
Warranty
Price
Reputation
29. Define Customer complaint, Customer Retention and Customer care. NOV/DEC 2014
A customer complaint may be defined as an expression of dissatisfaction with a product/
service, either orally or in writing, from an internal or external customer.
Customer retention is the process of retaining the existing customers. It is obvious that
customer retention is more powerful and effective than customer satisfaction.
Customer care can be defined as every activity which occurs within the organization that
ensures that a customer is not only satisfied but also retained.
31. What are the different ways to create customer oriented culture in an industry?
NOV/DEC 2016
Organisational Alignment
Top team Clarity
Listen to employees
Listen to customers- both internal and external
Customer Journey Mapping
Building trust
Maximise the value of customer feedback
Frequency of feedback
Acting on survey findings
Embedding customer orientated behaviours.
PART B
1. Elaborate the Deming’s philosophy over the quality and productivity improvement.
NOV/DEC 2011, DEC 2012, DEC 2013, DEC 2014,MAY 2015, DEC 2017
Deming’s contributions can be grouped under the following four topics:
Deming’s 14 points on route to quality
Deming cycle (PDCA cycle)
Seven deadly diseases of management and
System of profound knowledge
DEMING’S 14 POINTS:
1. Create and publish the aims and purpose of the organisation
Management must demonstrate their commitment.
It must include investor, customer, suppliers, employees, the community and a quality
philosophy.
Organization must develop a long term view of at least ten years.
2. Learn the new philosophy
Top management and every one must learn the new philosophy.
The organisation must concentrate on defect prevention rather than defect detection.
By improving the process, the quality and productivity will improve
3. Understand the purpose of inspection
To improve the process and reduce its cost.
Statistical evidence is required of self and supplier.
Mass inspection is managing for failure and defect prevention is managing for
success.
4. Stop awarding business based on price alone
The goal is to have single supplier for each item to develop a long term relationship
of loyalty and trust, thereby providing improved product and services.
5. Improve constantly and forever the system
The focus is on preventing problem before they happen.
To concentrate on continuous development of product and process.
Responsibilities are assigned to team to remove the causes of problems and
continually improve the process.
6. Institute training
Management must allocate resource to train employees to perform their jobs in the
best manner.
7. Teach and Institute leadership
Leadership qualities must be taught to every employee.
It helps to solve many problems at their level itself.
To take right decision when every necessary at their level itself.
8. drive out fear, create trust and create a climate for innovation
Management must encourage open effective communication and teamwork.
Driving fear out of the workplace involves managing for success.
The management must believe the employee. They should trust employee.
9. Optimize the efforts of team, groups and staff areas
Management must optimize the efforts of team, workgroup and staff areas to achieve
the aim and purpose of the organization.
Management must remove all barriers that exist among management, department,
and workers.
Management encourages team building and help the teams to go along with to
achieve the set goal.
10. Eliminate exhortations for the work force
Exhortations that ask for increased productivity without providing any skill
development training or modern machine tools.
There are limitations for the workers.
11. Eliminate management by objectives (MBO)
Management learn the capabilities of the processes and how to improve them.
Internal goal set by management without a method.
Management helps the employee by providing modern machineries and latest
methodology .so that they can achieve what the management expect from them.
12. Remove barriers that rob people of pride of workmanship
Workers do not know how to relate to the organization mission
Poor design leads to the production of junk.
Inadequate training is provided.
Inadequate or ineffective equipment is provided for performing the required work
13. Encourage education and self improvement for every one
Organization needs is people who are improving with education.
A long term commitment to continuously train and educate people must be made by
management.
Everyone should be retained as the organization requirement change to meet
changing environment
14. Take action to accomplish the transformations
Management to accept the primary responsibility for the never ending improvement
of the process.
The management to implement new philosophy.
It has to create corporate structure to implement the philosophy.
DEMING CYCLE:
Deming encouraged a systematic approach to problem solving and promoted the widely
known Plan (What is needed), Do (It), Check( That it works) and Act( To correct problems
or improve performance)(PDCA) cycle. The PDCA cycle is also known as the Deming cycle
or Deming wheel.
It is a universal improvement methodology, the idea is to constantly improve, and thereby
reduce the difference between the requirements of the customer and the performance of the
process.
The Cycle is about learning and ongoing improvement, learning what works and what does
not in a systematic way; and the cycle repeats; after one cycle is complete, another is started.
ACT PLAN
CHECK DO
Evolution of Quality:
Time Events
Until the 1960s
Prior to the Quality is an art.
20th century Demand s overcomes potential production.
3. Consider any one service organization of your choice and explain the various dimensions of
quality of service. (May 2017)
NOV/DEC 2011,NOV/DEC 2012, MAY/JUNE 2013, MAY/JUNE 2014,NOV/DEC 2016
Quality has many dimensions. The dimensions of quality are nothing but the various
features/aspects of product or service by using which the customers may evaluate the quality of
the product or service.
The dimensions of quality is presented separately under two categories as
Dimensions of product (or manufacturing) quality and
Dimensions of service quality
Dimensions of product (or manufacturing) quality: The quality of a product can be evaluated by
customers using nine dimensions/ aspects of the product.
2 Features Features are nothing but the Face book facility, camera and
Secondary/Special music system features.
characteristics of the product
that appeal to the customers.
The features supplement the
product’s basic functioning.
3 Conformance Conformance is meeting Some blackberry mobile
specifications or applicable models are banned in India as
standards, wherever applicable, they fail to conform the
such as national standards, Government’s regulations.
international standards and
industry standards.
It is the degree to which
physical and performance
characteristics of a product
match pre established
standards.
4 Reliability Reliability is the probability of The MTBF of a mobile phone
a product’s surviving over a can be specified in number of
specified period of time under months.
stated conditions of use.
It is the consistency of
performance of the product
over time.
It is measured by mean time
between failures (MTBF).
5 Durability Durability is the measure of The durability of a low priced
product’s life or the useful life mobile phone can be
of the product. considered as 2 to 3 years.
It is the length of time or
amount of use before needing
to be required or replaced.
6 Service Serviceability is the ability to Customers prefer the mobile
repair a product quickly and service providers who offer
easily. easy, faster and commercial
It is the Resolution of problem services to their mobiles.
and complaints on the product.
It is the speed, cost and , ease
of repair and maintenance.
Reliability:
Reliability refers to the dependability of the service providers and their ability to keep
their promises.
It is the extent to which the services performed matches implicitly or explicitly promises
made by the service provider regarding the nature of service.
For example, the basic quality of room décor, food, and facilities provided in a hotel.
Responsiveness:
Responsiveness refers to the reaction time of the service.
It is the willingness to help the customer promptly in case of special and unforeseen
requirements.
For example, helping a customer who falls sick when staying in the hotel.
Assurance:
Assurance refers to the level of certainty a customer has regarding the quality of service
provided.
It is the extent to which the service provider and the staff is able to inspire trust and
confidence.
For example, the customer dining in a restaurant may not be able to directly judge the
level of hygiene maintained by the restaurant. Here it is not only important to actually
provide hygiene food but also to inspire confidence that the food is hygienic.
Empathy:
Empathy is being able to understand the needs of the customer as an individual and meet
the special requirements of the customer.
This is more about customizing service and the general service provider behavior for each
customer, rather than providing a uniform high quality treatment to all.
Tangibles:
Tangibles refers to a service’s look or feel.
Tangibles similar to the physical characteristics of quality of products. This refers to the
physical characteristics of facilities, equipments, consumable goods and personnel used in
or associated with the service provided.
Other dimensions:
Time: Time the customer waits for the service.
Timeliness: Will the service meet time commitments?
Completeness: Are all commitments met?
Courtesy: Politeness, consideration, and friendliness of service personnel.
Consistency: Are services delivered in the same manner for every customer, and every
time for the same customer?
Accessibility and convenience: Is the service easy to obtain?
Accuracy: Is the service performed right the first time?
Competence: Possession of skills and knowledge required to perform the service.
Access: Approachability and ease of contact of service personnel.
Communication: Educating and informing customers in language they can understand;
listening to customer.
Credibility: Trustworthiness, belief, having customer’s best interest at heart.
Security: Freedom from danger, risk, or doubt.
4. Discuss in detail about the Basic concepts & Elements of TQM. NOV/DEC
2011,MAY/JUNE 2015
Elements of TQM
The Philosophical elements of TQM stress the
operation of the company using quality as the integrating element.
The generic tools consist of various statistical process control methods that are used for
problem solving and continuous improvement by quality teams. Quality function deployment is
typically used by managers to drive the voice of the customer into the organization.
Tools of the QC department consists of Statistical
Quality Control (SQC) methods such as sampling plans, process capability and Taguchi
methods.
Internal Customer:
Juran realized that the customer was not just the end customer and that each person along the
chain has an internal customer. Each person along the chain, from product designer to final user,
is a supplier and a customer.
In addition, the person will be a process, carrying out some transformation or activity. Therefore
Juran maintained that at each stage was a “three role model”: supplier, process and customer.
Cost of Quality:
Juran classified the cost of quality into three classes as:
Failure Costs: Scrap, rework, corrective actions, warranty claims, customer complaints and loss
of customer.
Appraisal costs: Inspection, compliance auditing and investigations.
Prevention Costs: Training, preventive auditing and process improvement implementation.
6. Discuss the contribution of Crosby. (Or) Elaborate the fourteen steps involved in
crosbys total quality approach? (May 2017)
Crosby is another of the American quality guru who rose to international fame mainly thanks
to his teachings on quality management.
He is best known for the concepts of ‘Zero Defects’ and ‘Do it right first time’.
Crosby is known for his following contributions:
Four absolutes of quality
Fourteen steps to quality management
Crosby’s quality vaccine.
Quality Vaccine:
Section 1-Integrity: Treat quality seriously throughout the whole business organization from
top to bottom. That the companies future will be judged on its performance on quality.
Section 2- Systems: Appropriate measures and systems should be put in place for quality costs,
education, quality, performance, review, improvement and customer satisfaction.
Section 3- Communication: The communication systems are of paramount importance to
communicate requirements and specifications and improvement opportunities around the
organization. Customers and operators know what needs to be put in place to improve and
listening to them will give you the edge.
Section 4- Operations: Work with and develop suppliers. Processes should be capable and
improvement culture should be the norm.
Section 5- Policies: Must be clear and consistent throughout the business.
7. Describe the barriers in the implementation of TQM. NOV/DEC 2011, NOV/DEC 2012,NOV/DEC
2013,MAY/JUNE 2014,NOV/DEC 2014,MAY/JUNE 2016
Lack of management commitment
Lack of faith in and support to TQM activities among management personnel.
Failure to appreciate TQM as a cultural revolution. In other words, inability to change
organizational culture
Misunderstanding about the concept of TQM.
Improper planning
Lack of employee commitment
Lack of effective communication
Lack of continuous training and education
Lack of interest or incompetence of leaders
Ineffective measurement techniques and lack of access to data and results
Non application of proper tools and techniques
Inadequate use of empowerment and team work
Inadequate attention to internal and external customers
Delay or non implementation of quality improvement team’s recommendations.
8. Explain the principles and characteristics of TQM? MAY/JUNE 2013, NOV/DEC 2016
Principles of TQM:
Customer’s requirements must be met the first time, every time.
There must be agreed requirements, for both internal and external customers.
Everybody must be involved, from all levels and across all functions.
Regular communication (both formally and informally) with staff at all levels is must. Two
way communication at all levels must be promoted.
Identifying training needs and relating them with individual capabilities and requirement is
must
Top management’s participation and commitment is must
A culture of continuous improvement and commitment must be established
Emphasis should be placed on purchasing and supplier management.
Every job must add value.
Quality improvement must eliminate wastes and reduce total cost
There must be a focus on the prevention of problems.
A culture of promoting creativity must be established.
Performance measures are a must at organization, department and individual levels. It helps
to assess and meet objectives of quality
There should be focus on team work.
Characteristics of TQM:
TQM is a management philosophy to guide a process of change
TQM is a customer oriented management system.
TQM starts at the top; it requires the leadership of top management and continuous
involvement
TQM is a teamwork; it requires organization wide involvement
TQM calls for planning
TQM is a strategy for continuously improving performance at all levels and in all
areas of responsibility
TQM is about achieving results by produces based approach
TQM recognizes internal customer supplier relationship.
Quality Planning:
PREPARED BY: Mr.R.MOHAN & Mr.K.LAKSHMINARAYANAN - CSE 19
MAILAM ENGINEERING COLLEGE GE6757 - TQM
repair and rework, Cost of design changes, Cost of downgrading, Cost of downtime, Cost of
sales discounts for inferior products.
iv) External failure cost category: Cost of processing complaints from customer,
cost of commissioning failures, cost of servicing or replacing the defective items, Cost of
guarantee and warranty claims.
10. Discuss about the three quality statements, give an example for each. DEC 2014
Elements of Quality statements: (May 2017)
Vision Statement
Mission Statement
Quality policy Statement
Mission statement:
The mission statement answers the following questions: who we are, who are the
customers, what we do, and how we do it.
The mission statement, is usually one paragraph, describes the function of the
organization. It provides a clear statement of purpose fro employees, customers and
suppliers.
Key elements of mission statement:
o Obligation to stakeholders
o Scope of the business
o Sources of competitive advantage
o View of the future
Vision statement:
The vision statement is a short declaration of what an organization should look like five to
ten years in a future.
Characteristics of Vision statement:
Is easily understood by all stakeholders
Is briefly states, yet clear and comprehensive in meaning
Is challenging, yet attainable
Is capable of stirring excitement for all stakeholders
Is capable of creating unity of purpose among all stakeholders
Is not concerned with numbers
Sets the tone for employees.
Quality policy:
The Quality Policy is a guide for everyone in the organization as to how they should provide
products and service to the customers. The common characteristics are
Quality is first among equals.
Meet the needs of the internal and external customers.
Equal or exceed the competition.
Continually improve the quality.
Include business and production practices.
Utilize the entire work force.
Example:
Vision Statement: “To be the leading customer battery company in the world”-
Duracell International.
Mission Statement: “We exist to create, make and market useful products and services
to satisfy the needs of our customers throughout the world”- Texas Instruments.
Quality Policy Statements: ”To be the best. This policy requires that every individual
and operating unit fully understand the requirements of their customers, and deliver
products and services that satisfy these requirements at a defect free level”- Chrysler
Corporation
11. Explain the issues related to customer complaints. MAY/JUNE 2015 (or) Explain the
common customer feedback collection tools?(MAY 2017)
Customer complaints:
A customer complaint may be defined as an expression of dissatisfaction
with a product/ service, either orally or in writing, from an internal or external customer.
Need for a feedback in an organization:
Discover customer dissatisfaction.
Discover relative priorities of quality.
Compare performance with the competition.
Identify customer’s needs.
Determine opportunities for improvement.
Sources for customer complaint: Customer complaints are mainly either related to product
itself or related to after sales service.
Customer questionnaire:
Customer questionnaire, also known as a survey, is a more effective and also a
popular tool for obtaining opinions and perceptions about an organization and its
products and services.
Surveys include:
(a) Surveys through mail, or.
(b) Surveys through E-mail, or.
(c) Surveys through telephone.
Surveys, particularly online, phone and mail surveys, are among the most
frequently used methods for collecting customer feedback(although mail surveys
are declining in popularity).
Common types of online surveys include:
E-mail- survey is emailed to customers, either as a link to a web-based surver, or
questions are include in the body of the email. Often used as a post transaction
survey, as well as for boarder customer feedback collection.
Pop-up-“pop up” with a request for feedback after a visitor has landed on company
website.
Website-a link on company website to a survey, often used to gather feedback on a
website or web based interaction.
Email surveys are useful for collecting feedback after an online customer service
interaction such as an email or chat; after a website visit; or for proactively reaching out
for customer feedback. While email surveys are often used to collect feedback after an in-
person or telephone interaction, it is a good idea to collect feedback through the same
channel as the initial interaction.
Post transaction surveys:
Post transaction surveys are conducted immediately after a customer service
interaction, and usually provide feedback directly on that interaction. They are
particularly useful for establishing customer service performance goals or
benchmarks and setting standards around service delivery.
They are surveys conducted immediately after a customer has called in and
interacted with the agency, but before the customer has hung up. Post-call surveys
can also be conducted via an outbound call after a phone interaction, or through an
email survey.
Post transaction surveys are particularly useful if the agency has a call center, or
has significant interaction with customers over the phone. The feedback collected
by this type of survey can provide insight about specific transactions, as well as the
overall customer experience. In addition, one can avoid the difficulty and expenses
of proactively reaching out to the customer again.
Report cards:
Report cards are nothing but feedback cards. Report cards, like comment cards, are
physical, paper cards or forms with one or more survey questions designed to
collect customer feedback.
Report cards, unlike comment cards, are usually sent to each customer on a
quarterly basis.
Report cards gather customer’s opinion on the product and also ask for any
improvement necessary on the product or service of the organization.
Focus groups:
Focus groups are moderated, small group discussions where a pre selected group of
individual provides insight into their preferences, attitudes and opinions about
products or services.
This feedback provides insight into customer opinions on both existing and
potential new services and can also be used to add more color and insight into
feedback collected through other methods.
Focus groups can be held in-person or over the telephone, and some organizations
leverage customer panels to identify focus group participants.
Social media:
Social media, such as social networks, online communities, blogs, forums or
discussions boards, can be used to collect customer feedback.
Systematically collecting and acting upon customer feedback from social media is
still fairly new, but this can be an inexpensive means of listening to customers.
Toll-free Telephone Numbers:
Toll free telephone numbers are an effective tool for receiving customer
feedback/complaint.
Toll-free telephone numbers provide the opportunity to the organizations to
respond quickly and more cheaply to the customer’s complaints.
Customer Visits:
Visits to customer’s place of business is an another technique for gathering
information and feedback of the product.
Customer visits by senior executives along with operating personnel will greatly
help in monitoring their product’s performance when it is used and in identifying
any specific or reoccurring problems.
Employee Feedback:
In addition to the customer’s feedback, the employee feedback is also a potential
source of information.
Since employee can offer insight into conditions that inhibit service quality in the
organization, their feedback are also crucial for customer complaint redressal.
Also employee feedback will provide valuable insights into their motivational
level, their moral, etc.
14. Write short note on customer satisfaction. (Or) What are the customer perception of
quality? (Dec 2017)
Customer satisfaction
The value customer’s places on the product compared to another may be a better indication of
customer loyalty.
Performance :
Performance involves “fitness for use”. It indicates that the product and service is ready
for the customer’s use at the time of sale.
Other considerations include:
Availability: It is the probability that a product will operate when needed
Reliability: it is freedom from failure over time
Maintainability: it is the ease of keeping the product operable.
Features:
Features are secondary characteristics of the product or service.
For example, the primary function of a cell phone is for communication whereas other
facilities such as calculator and alarm are features of the cell phone.
Service:
Customer service is an intangible in nature. Intangible characteristics are those traits
that are not quantifiable, but it contributes greatly to customer satisfaction.
Organization objective is to provide good quality of the product to the customer at the
right time, even though the customers are not complaining about their service.
Warranty:
The product warranty represents an organization’s public promise of a quality product.
In other words, it represents a public commitment to guarantee a level of service
sufficient to satisfy the customer.
A warranty forces the organization to focus on the customer’s definition of product and
service quality. It also forces the organization to develop a corrective action system.
In present scenario, the warranty attracts and builds the market. It encourages customers
to but a service by reducing the risk of the purchase decision. Hence it generates more
15. What is quality cost? Explain the techniques used for of quality cost. (Dec 2017)
Concept:
Quality-related costs are costs incurred by an organisation to ensure that the
products/services it provides conform to customer requirements.
Thus the “quality is the cost of not meet the customer’s requirement”.
Definition:
Quality costs are defined as those costs associated with the non-achievement of
product/service quality as defined by the requirements established by the
organisation and its contracts with customers and society.
Quality cost” is the cost of poor products or services”.
Elements of Quality Costs:
The cost of quality (COQ) can be classified into the following four categories.
Cost of prevention,
Cost of appraisal,
Cost of internal failures, and
Cost of external failures.
1. Cost of prevention:
Prevention costs are the costs that are incurred on preventing a quality problem
from arising.
Prevention costs relate to efforts to prevent failures.
Cost of prevention includes:
Cost of quality planning,
Cost of documenting,
Process control cost,
Cost of training.
2. Cost of Appraisal:
Appraisal costs are the costs that are incurred in assessing that the products/services
conform to the requirements.
16. Explain the role of senior level management in TQM implementation. NOV/DEC 2016
Role of senior management (TQM leader)
To study and investigate the TQM concepts and issues.
To set clear quality policies and provide challenging tasks
To bring a cultural charge required for the TQM effort.
To uphold norms and values, and let it be known.
To attend TQM training programmes.
To create coordination and harmony among and within department
To monitor whether quality improvement programs are conducted as planned
To stimulate employees to be involved
To establish the TQM vision for the future and communicate to all involved
To teach employees to realize that the company’s interest and their interest are
geared into one another.
17. Illustrate the various steps involved in customer satisfaction process. NOV/DEC 2016
A customer is satisfied only if and when they say they are satisfied. Satisfaction is
based upon the customer's perception of the experience. This perception is his/her
interpretationof the value received played back against expectations. This declaration
does not require any objective evidence. It can be a declaration made with no reason.
UNIVERSITY QUESTIONS
MAY/JUNE 2016
PART A
PART B
1. What are the barriers while implementing TQM? Also explain evolution of Quality.
(Q.No.2 & 7)
2. Discuss Juran’s Principle of Quality improvement. (Q.No.5)
NOV/DEC 2016
PART A
1. What are the different ways to create customer oriented culture in an industry? (Q.No.31)
2. Write down the categories of quality cost.(Q.No.30)
PART B
1. Write down the underlying principles of TQM. (Q.No.8)
2. Describe the various dimensions of quality. (Q.No. 3 )
3. Explain the role of senior level management in TQM implementation. (Q.No.16)
4. Illustrate the various steps involved in customer satisfaction process.(Q.No.17)
MAY/JUNE 2017
PART A
1. What are the four absolutes of quality defined by Crosby?(Q.No.18)
2. Define quality policy statements? (Q.No.23)
PART B
1. Elaborate the fourteen steps involved in crosbys total quality approach?(Q.No.6)
2.i) Describe the various dimensions of quality with respect to the following: quality in product
and quality in service?(Q.No.3)
ii) Explain the common customer feedback collection tools?(Q.No.11)
NOV/DEC 2017
PART A
1. What is quality statement? (Q.No.20 & 23)
2. What are the dimensions of quality?(Q.No.4)
PART B
1. Explain Demings fourteen principles for quality management. How do you feel that these will
be useful in todays context in service industry? (Q.No.1)
2.i) Why to measure the quality cost? Classify he various types of quality costs and give
examples?(Q.No.15)
ii) What are the customer perception of quality? Explain?(Q.No.14)