Total quality management

Part -A
Q1what do you understand by Total Quality Management, what are the require
ments to implement TQM approach in an organization.
AnsTotal quality management (TQM) is the organization-wide effort to install and make permanent a climate
in which it continuously improves its ability to deliver high-quality products and services to customers. While there
is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously-developed tools and
techniques of quality control. As a business phenomenon, TQM enjoyed widespread attention during the late
1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma
Total quality management can be summarized as a management system for a customer-focused organization that
involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the
quality discipline into the culture and activities of the organization.

Customer-focused. The customer ultimately determines the level of quality. No matter what an organization
does to foster quality improvementtraining employees, integrating quality into the design process,
upgrading computers or software, or buying new measuring toolsthe customer determines whether the
efforts were worthwhile.

Total employee involvement. All employees participate in working toward common goals. Total employee
commitment can only be obtained after fear has been driven from the workplace, when empowerment has
occurred, and management has provided the proper environment. High-performance work systems integrate
continuous improvement efforts with normal business operations. Self-managed work teams are one form of
empowerment.

Process-centered. A fundamental part of TQM is a focus on process thinking. A process is a series of steps
that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to
customers (again, either internal or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected variation.

Integrated system. Although an organization may consist of many different functional specialties often
organized into vertically structured departments, it is the horizontal processes interconnecting these
functions that are the focus of TQM.
o

Micro-processes add up to larger processes, and all processes aggregate into the business
processes required for defining and implementing strategy. Everyone must understand the vision,
mission, and guiding principles as well as the quality policies, objectives, and critical processes
of the organization. Business performance must be monitored and communicated continuously.

An integrated business system may be modeled after the Baldrige National Quality
Program criteria and/or incorporate the ISO 9000 standards. Every organization has a unique
work culture, and it is virtually impossible to achieve excellence in its products and services
unless a good quality culture has been fostered. Thus, an integrated system connects business
improvement elements in an attempt to continually improve and exceed the expectations of
customers, employees, and other stakeholders.

Strategic and systematic approach. A critical part of the management of quality is the strategic and
systematic approach to achieving an organizations vision, mission, and goals. This process, called strategic
planning or strategic management, includes the formulation of a strategic plan that integrates quality as a
core component.

Continual improvement. A major thrust of TQM is continual process improvement. Continual improvement
drives an organization to be both analytical and creative in finding ways to become more competitive and
more effective at meeting stakeholder expectations.

Fact-based decision making. In order to know how well an organization is performing, data on
performance measures are necessary. TQM requires that an organization continually collect and analyze
data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past
history.

.
Q4 . What is Benchmarking, what are the steps you will follow to implement Be
nchmarking in an organization.
AnsBenchmarking is simply the comparison of one organization's practices and performance against
those of others. It seeks to identify standards, or "best practices," to apply in measuring and improving
performance

Four types of benchmarking

There are four basic types of bench-marking:

Internal-The process of comparing one particular operation
within your organization with another. Success in this area is a
matter of "the left hand knowing what the right hand is doing."
Internal benchmarking is by far the easiest, both to research and
to implement. Productivity improvement achieved in this type is
usually about 10 percent.
Competitive-The process of comparing an operation with that of
your direct competitors. For obvious reasons, this is the most
difficult type of benchmarking to carry out successfully, and legal
considerations must always be kept in mind. Productivity
improvement achieved in this type is usually about 20 percent.
Functional-The process of comparing an operation with that of
similar ones within the broad range of your industry (e.g., copper
mining techniques compared with coal mining techniques).
Functional benchmarking is relatively easy to research and
implement. Productivity improvement achieved in this type may
be 35 percent or better.
Generic-The process of comparing operations from unrelated
industries (i.e., ones often used by a wide variety of industries).
An example would be a film library using the warehousing
techniques of another industry to store more efficiently its
catalogue of old movies. The advantage of this type is that the
problems of competition do not apply, increasing the access to
information and reducing the possibility of legal problems.
Productivity improvement achieved in this type may be 35
percent or better.

Best practices
The recognition of best practices is somewhat subjective, but to
increase the "objectivity" of identifying a "best practice," here are
a few guidelines. A practice, method or process may be deemed a
best practice when:
It produces superior results. Superior is defined as 25 percent or
higher results than the normal output.
It is clearly a new or innovative use of manpower or technology.
It is recognized by at least three different references as a best
practice (that is, three or more public domain sources have
referenced this practice).
It has received an external award for this practice.
It is recognized by their customers or suppliers.
It is recognized by an industry expert.
When the organization(s) utilizing it have a patent for this
practice.
It leads to exceptional performance. An example here would be
General Electric's "Workout" practice.
More than just learning what benchmarking is and what it can do,
the organization's leaders must develop a specific, organized
approach to implementing benchmarking. It is fine to extol the
virtues of benchmarking and encourage its use throughout the
organization, but just like any other program, it must be
established into the organization as a working process. The
following 10 steps will keep any organization on track in its
benchmarking endeavors.
Step 1-Determine processes
to be benchmarked
This step involves defining as accurately as possible the process
to be benchmarked. It is the cornerstone of the entire
benchmarking process. An incorrect identification at this stage
could result in a waste of precious resources at later stages.
Consider the following questions:
Have departmental priorities been established? Determine
whether the department has strongly defined its overall purpose.
This includes setting long-term goals and short-term objectives.
What is the level of change? Does an entire system require
rethinking? Perhaps a particular process within that system needs
to be improved. Can improvement be achieved by upgrading

some particular task within the process?

Has the work process to be selected been flowcharted? A good
first step in gaining an overview of the entire process is to
flowchart it. This will help identify problem areas and locate
potential trouble areas. Then establish the critical measurements
by which to compare future progress.
How much change is possible? Given your organization's
resources and circumstances, find out whether reforming the
process is affordable at the determined level of change.
Have critical performance measures been determined?
Investigate whether measures have been determined in
accordance with customer requirements. Have the measures been
expressed in terms of a ratio or percentage? Are there other
measures and, if so, which measure has priority?
Has a project description been written? Make sure the
description includes the following:
1. A reason for the project
2. Goals and objectives
3. The cost and duration of the project
4. Critical measures
5. Potential gains
6. The project's impact on the entire organization
Gather proof that the project is necessary in terms of potential
costs against potential benefits.
After you've accomplished step 1, you will have a sharply focused,
clearly defined procedure that tells management what needs to
be changed, how much change can be achieved within given
limitations and how to measure accurately your processes against
those of others and against your own future projections.
Step 2-Determine organizations
to be benchmarked
This step determines which organizations should be studied by
identifying "the best of the best"-organizations whose practices
can be adapted to your requirements. An incorrect choice could
lead to electing partners that are not true benchmarks for the
selected process, that are uncooperative or whose practices are
incompatible or irrelevant to your needs. Consider the following
questions:
From which sources could an effective partner list most likely be
created? Research which published sources (industry periodicals,

annual reports, etc.) would yield the most useful, accurate and
up-to-date information. Find out which reliable individuals or
groups (industry experts, watchdog groups, etc.) could be
consulted to expand the list. A good source to consult is a library,
either corporate or public. Librarians usually are eager to help in
such efforts.
Which of the preliminary organizations selected are really "the
best of the best"? Determine which prospective partners truly are
the benchmarks for your organization.
Are the systems of the selected organizations really
comparable? Select the organizations with practices that are the
most compatible with yours.
Is sufficient and accurate data obtainable? Decide which
prospective partners would be expected to produce the most
reliable information. Then see which organizations (e.g., foreign
entities) would present the fewest logistical problems when
gathering data. Also, figure out which organizations would be the
least likely to present legal problems when gathering data. From
which organizations would cooperation most likely be obtained?
When you've gone through step 2, you will have compiled a large
list from which to choose organizations to contact as potential
partners, based on the superior quality of their processes.
Step 3-Gather data
This step involves creating a plan for collecting data from selected
targets, conducting site visits and creating a site visit report. The
correct implementation of this step will result in data that can be
used directly to enhance your organization's performance.
Incorrect implementation of this step could result in data that is
useless or inadequate to your purposes. Consider the following
questions:
Has an adequate data-collection plan been created? Determine
what are the simplest data sources and the most difficult. Then
figure out which data would have the most value. Other important
factors are the time and cost limitations of collecting data.
Which are the best sources of practice data? Decide which
combination of the four types of sources-internal, published,
external or original research-would yield optimal results.
Have the best internal sources been consulted? Good sources to
consult are your organization's library and other internal groups or
teams.

Have the best published sources been consulted? Internal

publications (e.g., annual reports, quarterly reports) of the target
organizations should be studied as well as any periodicals and
directories containing information about the target organizations.
Appropriate data bases can also lead to pertinent information.
Have the best external sources been consulted? You can acquire
significant information from professional organizations dealing
with the business of your target organizations. You can also gain
valuable information by contacting industry experts and
independent consultants.
Has original research been carried out? Identify the appropriate
contact person of each benchmarked organization. Make sure to
notify all contacts by telephone, explaining that their organization
has been selected as a potential benchmarking partner. Explain
the purpose of the process in clear language.
Proceed by preparing a preliminary survey from a checklist of
topics to be covered. Do the questions emphasize process and
customer-satisfaction measures? Fifteen or fewer questions are
usually appropriate. Make sure they are objective and presented
in an appropriate format (preferably multiple choice).
Then send the preliminary survey to the contact person. Where
appropriate, conduct telephone interviews. Perform personal
interviews with target personnel. After selecting the most
appropriate benchmarking partners, decide where to conduct site
visits.
Have the proper preparations been made for your site visits?
Prepare a site visit plan and send a summary of the topics that
will be covered to the contact person. Determine which questions
to ask, keeping in mind the questions that are more important
than others for a particular target. It is best to have the questions
reviewed by an internal source to confirm their relevance.
Has the proper procedure been followed before, during and after
the site visit? When notifying the contact person at the target
organization of the impending visit, confirm that the contact
person understands its purpose. Make sure to send the contact
the necessary information (questions, etc.) in advance of the
meeting.
On arriving at the site, the team should repeat its mission to the
contact person. Obviously the appropriate questions should be
asked during the visit, and the team should personally observe
the process to be benchmarked. Instruct them to make extensive

written observations of the process and to document observations

as soon as possible after the visit. The agenda should allow for
equal time for both benchmarking teams.
Has a site visit summary report been prepared? The report
should accurately reflect the documentation of the site visit.
Have the appropriate ethical issues been considered? In
obtaining information from a competitor, avoid any possibility of
misrepresentation. Always approach consultants or former
employees of the target organization with total candor and in an
appropriate manner. Be careful to identify whether any of the
information prepared could be considered proprietary (e.g.,
insider trading).
Upon finishing step 3, your organization will have complete,
accurate and relevant data with which to compare its own
processes with "the best of the best."
Step 4-Analyze for gaps
This step involves analyzing the data collected, discovering to
what degree present performance lags behind the best in each
area and combining the best features from the best practices into
an ideal process. The correct implementation of this step will
result in a clear picture of your processes in comparison with
others in your business or industry. The incorrect implementation
of this step could result in vague information that would not
ultimately be useful in improving your operations. Consider the
following questions:
How can the data compiled in step 3 be most effectively
analyzed? Make sure to properly analyze the results of the
benchmarked organization(s) in terms of output and customer
satisfaction. Also analyze thoroughly the results in terms of the
work practices leading to them. Express both results
quantitatively.
How does each best practice compare with your organization's
practice for each procedure involved? Create a chart that
compares the benchmarked organization's practice with your
own. Have the correct measures been employed for comparison
(e.g., cost, speed, ease of use)? Has the difference between the
benchmarked organization's practice and your own been
expressed in quantitative terms?
How can the best practices from these sources be combined?
The best practice for each of the procedures involved should be

combined into a single ideal process. How could the overall output
of the process be projected? You may find that some procedures
need to be eliminated because of cost or other considerations.
After you've accomplished step 4, relevant features from each of
the best practices will combine into an ideal practice that can be
implemented within budgetary and other constraints of your
organization.
Step 5-Determine future trends
During this step, your team will examine your organization's past
performance in relation to its competitors, forecast potential
change in your industry and project future performance, both with
and without the proposed benchmarking changes. The correct
implementation of this step will give management a clear idea of
its options and allot it a realistic conception of the potential
benefits of adopting the benchmarking practices. An incorrect
implementation of this step will give management an incomplete
or inaccurate picture of its options. Consider the following
questions:
What have been the industry trends of the recent past?
Determine the measure (e.g., revenues, productivity), related to
the practice being benchmarked, by which your organization can
most appropriately be compared to others. Based on this
measure, figure out the benchmarked organizations' recent
performance, as well as your organization's performance.
What is the current performance gap? Compare your
organization's current performance with the benchmarked
organization. Is the gap widening or narrowing, according to
recent trends? Discover the reason, based on the data analyzed in
step 4, for the gap and its increase (or decrease).
What will be the future performance gap if no benchmarking
changes are implemented? By projecting past trends into the
future and allowing for anticipated changes, learn what the
benchmarked competitors' position will be within the next
specified time period. Decide what your organization's position
will be if no benchmarking changes are made. Will the gap widen
or narrow?
What will be the future performance gap if all proposed
benchmarking changes are implemented? If the proposed
benchmarking changes are implemented, determine your
organization's position, in comparison with its competitors, within
a specified time period. Has the change been expressed

quantitatively (e.g., dollar amounts, percentages)? Has the

potential benefit of the change been compared with the
estimated cost (e.g., equipment, production delays, etc.) of its
implementation?
Upon completing step 5, you will have identified the quantitative
benefits of implementing the proposed benchmarking changes.
Step 6-Reveal results
and sell the process
This step involves communicating the benchmarking results and
their implications to significant audiences in the organization and
motivating them to carry out changes. The correct
implementation of this step will result in a complete
understanding by the target audiences of the necessity for
changes in the processes involved and a desire to carry them out.
Incorrect implementation of this step will leave both management
and employees confused or inadequately informed, reducing the
potential for effective change. Consider the following questions:
Which audiences should be addressed? Decide whether the
organization's entire management needs to be "sold" on the
changes or only some managers. Educate those departments that
need to be educated about the changes, and inform the entities
outside the organization (e.g., customers, suppliers) that need to
be informed.
How is the report to be written? Determine what kind of
publications (e.g., full-length report, newsletter, video
presentation) would be most appropriate to communicate the
benchmarking results, based upon the nature of the organization
and its goals. Express the purpose of the benchmarking process in
the appropriate manner. Has emphasis been placed on the results
of the study, rather than methodology? Has emphasis been
placed on fact rather than opinion?
Has understanding and commitment been obtained from the
target audience? Check the feedback from the report to see
whether it indicates that the target audiences understand the
necessity for change. Gain management approval for the concept
of an implementation program. Also ensure that nonmanagement
employees are completely "on board" for the changes. Do the
outside entities involved understand how the changes will benefit
them?
Step 6 will ensure that the advantages of change have been

explained to the parties involved in order to motivate them to

carry it out.
Step 7-Achieve consensus
on revised goals
This step involves revising goals to close the performance gap
determined in step 5 and achieving consensus on those goals.
The correct implementation of this step will create realistic and
unambiguous new standards for the processes involved. Incorrect
implementation of this step could create poorly understood or
unrealistic standards that would only increase the frustration level
of both management and employees. Consider the following
questions:
Have operational goals been effectively and realistically
revised? Determine what type of change (e.g., basic goal
priorities, measurement units, quantity or frequency of units
processed) must be implemented. All goals should be expressed
in quantifiable, easy-to-measure terms. The degree of change
should also be realistic based upon benchmarking findings.
What impact will the revised goals have within the organization?
Some departments may need to be reorganized, and some
employees' positions will need to be redefined, created or
eliminated. Also, some lines of authority may need to be altered.
Analyze how the revised goals will impact departments not
targeted for change. How will these changes be justified to the
parties affected?
What impact will the revised goals have outside the
organization? Try to ascertain what effect the changes will have
on customers and suppliers. Then decide in what detail they
should be informed of changes and how to present the changes to
generate support rather than anxiety.
Has management committed to the specific revised goals?
Management must understand the proposed goals and fully
support them. And management must communicate the goals to
all affected employees in such a way as to obtain their full
commitment.
Step 7 establishes clear-cut goals that management has approved
and that all employees understand.
Step 8-Establish action plans
This step establishes the step-by-step plan designed to bring

about the goals created and approved in step 7. Incorrect

implementation of this step could result in vague procedures
which would either be rejected by management or would prove
unworkable if approved. Consider the following questions:
In what order should work practices be implemented? Choose
the factors (time, cost, software, etc.) that are most crucial in
determining priorities. Discuss the pros and cons of each factor.
Then analyze all factors so that a schedule of action can be
determined. Project future performance based on the schedule of
action.
Has the procedure been prepared? Break down all tasks into
comprehensible steps, with specified results. Then put the tasks
in sequence. Determine which resources are needed to
accomplish the tasks.
Has management approved the procedure? Clearly articulate
the plan's elements (task breakdown, costs, etc.) to management.
Have individuals been empowered to manage the process?
Identify the appropriate level of management for the procedure
(e.g., line manager, management team, process owner). Select
the employees and give them the training and authority to
manage the process.
Has the implementation plan been printed and displayed?
Create the complete plan in printed form. Display the plan so that
tasks, responsibilities and deadlines can be clearly seen and
understood.
Upon completing step 8, management has approved the specifics
of the plan, appropriate individuals have been empowered to
carry it out, and every individual knows what changes in his or her
work procedure are expected.
Step 9-Implement plans
and monitor results
This step involves executing the approved best-practice
procedures and the day-to-day monitoring of changes. The correct
implementation of this step will result in a closely watched
process in which deviations from the plan will be corrected and
the ultimate goals achieved. Incorrect implementation of this step
could result in inaccurate or spotty measurement, leading to poor
control of the process and disappointing overall results. Consider
the following questions:
Have timeline charts been created? Make sure that the charts
accurately reflect the factor to be measured over the selected

period of time.
Have control charts been created? Charts must accurately
measure the factor to be controlled (e.g., unit cost, quantity per
hour) over the selected period of time.
Has any variance from the plan been dealt with effectively?
Appropriate action needs to be taken as soon as deviations are
detected. Keep lines of communication open to all affected
parties, providing feedback on the process.
Has final evaluation been made of the benchmarking process?
Accurately record the results, and determine whether acceptable
goals have been achieved. Prepare a final report, including which
elements of the incorporated changes should be rejected and
which should be accepted as permanent practices within the
organization.
Step 9 develops procedures to enable close monitoring of the
changes and tracking of results so that, over time, successful
elements of the new practices can be retained and the less
successful ones eliminated.
Step 10-Recalibrate benchmarks
This step ensures the organization remains on the cutting edge by
continuously evaluating the benchmarked practices and
reinstituting the benchmarking process when necessary. The
correct implementation of this step prevents complacency by
creating the habit of evaluating procedures for their potential for
improvement. The incorrect implementation (or
nonimplementation) of this step fosters the illusion that any
successful benchmarked practice creates a permanent
improvement, resulting in a false sense of security and possible
future loss of competitive edge. Consider the following questions:
How often do the processes need to be recalibrated? The period
between benchmarking studies should be realistic in terms of the
nature and goals of the organization. The organization may be
planning systemic changes that would make new benchmarking
necessary. The level of customer satisfaction must constantly be
monitored for the potential need to recalibrate. Also,
management must commit fully to repeating the 10-step process
when necessary.
Q5 . Explain the role and importance of employees in implementing TQM in an
organization, what measure organization should take to deliver a certain level
ofsatisfaction to them?

Ansis no widespread agreement as to what TQM is and what actions it requires of organizations,

[7][8]

however a

review of the original United States Navy effort gives a rough understanding of what is involved in TQM.
The key concepts in the TQM effort undertaken by the Navy in the 1980s include:[9]

"Quality is defined by customers' requirements."

"Top management has direct responsibility for quality improvement."

"Increased quality comes from systematic analysis and improvement of work processes."

"Quality improvement is a continuous effort and conducted throughout the organization."

The Navy used the following tools and techniques:

The PDCA cycle to drive issues to resolution

Ad hoc cross-functional teams (similar to quality circles) responsible for addressing immediate process
issues

Standing cross-functional teams responsible for the improvement of processes over the long term

Active management participation through steering committees

Use of the Seven Basic Tools of Quality to analyze quality-related issues

Notable definitions

Q6 . You are working as a general manager of an organization, explain the vario

us steps you have to take for getting your organization certified for ISO
9000:2000 or ISO 9000:2008 ?
Ans The ISO 9000 phenomenon, for that seems to be the only way to describe
it, has been around since 1987. In
the US, it started slowly, initially regarded as another one of those European
things to create trade barriers.
Once the truth was recognized, which happened about 1992, some major US
companies started implementing
the standards, and then began reaping the rewards of implementing ISO 9001 or
ISO 9002.
The pace of its acceptance quickened.
Today there can be few serious professionals in the quality world who do not
recognize that ISO 9000-based
management systems have a great deal to offer.
The one real regret that I have in viewing the current scene is that there is so
much division and small-minded
"not invented here" thinking among the very professionals who should be
seizing and using every tool they can

which will help their organizations improve. The quality profession if it is

worthy of such a term frequently
shows itself to be small-minded, insecure, inefficient and out of touch with the
commercial world in which we all
have to live and breathe and have our being.
No wonder that back in 1971 Phil Crosby told us, "the quality profession will
never be allowed to work on
tomorrow until we have proved that we can help with today." In far too many
companies that proof is yet to be
demonstrated.
The President of the US Registrar Accreditation Board, George Lofgren,
speaking for an article in
Quality Progress,
January 1996, said, "people like to over simplify things; they look for the silver
bullet in quality. They ask what is
the one thing I need to do? One of the biggest frustrations is that there is no one
thing. Quality encompasses a
very broad spectrum. It is a process of which ISO 9000 is just one
part."Introduction to ISO 9001:2008
All graphics
2009
The Victoria Group, Inc.
This is the ultimate truth.
There is no "one thing." Baldrige has its place; total quality in any one of its
many guises has a role. Contrary
to Dr. Deming, I would argue that management by objectives has a part to play.
So does investor confidence,
environmental, health and safety policy, social awareness, customer satisfaction,
employee motivation, benefits
and remuneration and all the thousand other aspects of running a business today.
The art of running a quality organization is a broad spectrum, complex business
where all of us should use
every tool we can lay our hands on to improve the way we operate on a daily
basis. Rather as the journey of a
thousand miles begins with one step, so the journey to the company of
tomorrow comes with a recognition that
what we are doing today isn't good enough ever. ISO 9000 can help take
your organization forward. If the
management commit to its disciplines, if the employees all cooperate, if the
process of creating the system is
fed out into the entire company and staff are truly empowered by the activity

Q7 . what do you understand by the term work system,do you think

improvementof work system will eventually lead to implementation of
TQMjustify your answer.
AnsExactly what does quality mean in the context of advocacy, community
development, health, or human service organizations or initiatives?
A quality program:

Responds as effectively as possible to the needs it was designed to

meet

Is totally consistent with the mission and philosophy of the organization

or group carrying it out

Is sensitive to the needs and culture of the target population

Is a model of ethical behavior

But why is quality important for a grass roots organization?

Quality makes a group more effective at meeting the needs it's

concerned with

Quality adds strength and credibility to your organization or initiative

Ethically, you're bound to provide the absolute best quality of service

or advocacy you can

Quality is always more economical in the long run

Developing a "culture of quality" can have a number of positive effects

on your organization itself
o If staff members and volunteers know that they and the
organization are doing the best job possible, it builds their
morale and makes them proud of themselves and the
organization
o Striving for quality helps to develop organizational and individual
competence, thus continually improving the organization
o A quality program continually increases its performance level
and improves its service delivery, which gives your organization
credibility and ultimately benefits your target audience

WHAT ARE THE BASIC PRINCIPLES OF TQM?

(Much of the following discussion is based on material contained in
Introduction to Total Quality: Quality Management for Production, Processing,
and Services, 2nd Edition. Full source citation can be found under Resources.)
There are some basic assumptions that underlie the idea of TQM. In this
section, we'll look at how they might relate to your organization or initiative.

K E Y E L E M E N T S O F T O TA L Q U A L I T Y

Customer Focus: Everything an organization does should have the

needs of the customer as its starting point. In your work, the
"customer" is the target population or the community that will benefit
from what you are offering or doing. What are the needs to which you
are responding? How can you meet those needs effectively,
appropriately, and with respect for the people you're intending to
serve?

Obsession with Quality: Quality has to be something that's considered

from the very beginning and built into everything a business or
organization does. Planning carefully, monitoring your work, and
constant reevaluation and adjustment are all extremely important. You
don't ensure quality by catching mistakes before they reach the
customer; you ensure it by setting up a system in which you don't
make the mistakes to begin with. Everyone in the organization must
understand and adopt this point of view if the organization is truly
going to have quality performance.

Continual Improvement of Systems: The work of an organization must

be viewed as a process that is never finished. Any program can always
be improved, and must be changed as the needs of the community or
the target population change.

Unity of Purpose: In order for quality to be achieved, everyone in an

organization or business has to work together toward common goals.
That means mutual support throughout the organization, not turf
battles, not jealousy, not unnecessary competition. All interactions
among people in the organization should be mutually helpful and
aimed at achieving the best possible performance of the organization
as a whole.

Teamwork: Working in teams, rather than individually, people make

better connections with their colleagues and the organization, and

create better results. Teamwork removes performance pressure from

the individual and usually coaxes better performance from everyone.

Employee Involvement: If everyone in an organization is to be

committed to quality performance, then all staff members should have
the ability to contribute to its achievement. That means that people
must have enough control over their own jobs to do them effectively,
and that everyone's opinions and ideas must be respected and taken
seriously.

Education and Training: Achieving quality requires constant learning

for everyone in an organization, and that learning needs to be part of
the organizational culture.

Q8 . With one example each, explain the seven basic tools of quality manageme
nt?
AnsThe Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified
as being most helpful in troubleshooting issues related to quality.[1] They are called basicbecause they are
suitable for people with little formal training in statistics and because they can be used to solve the vast majority
of quality-related issues.[2]
The seven tools are:[3][4][5]

Cause-and-effect diagram (also known as the "fishbone" or Ishikawa diagram)

Check sheet

Control chart

Histogram

Pareto chart

Scatter diagram

Stratification (alternately, flow chart or run chart)

The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei.[6] It was possibly
introduced by Kaoru Ishikawa who in turn was influenced by a series of lectures W. Edwards Deming had given
to Japanese engineers and scientists in 1950.[7] At that time, companies that had set about training their
workforces in statistical quality control found that the complexity of the subject intimidated the vast majority of
their workers and scaled back training to focus primarily on simpler methods which suffice for most quality-related
issues.[8]
The Seven Basic Tools stand in contrast to more advanced statistical methods such as survey
sampling, acceptance sampling, statistical hypothesis testing, design of experiments, multivariate analysis, and
various methods developed in the field of operations research

Assignment C
01.) The inspection of the project through the implementation
phase is critical
to ensure that quality standards are being met. The use of
vendors is most often
required to obtain critical materials, components, or subassemblies. To
determine a vendors capabilities to produce to the specifications,
a shop
survey or audit of the vendor may be required. The areas for the
audit should
include .
A. facilities and shop space
B. experience and capability with similar work
C. quality assurance an control procedures
D. organization and quality of work in process
E. all of the above
Q2) The quality program may include the requirement for
witnessed inspections
of critical items for the project. When a subcontractor or vendor is
to conduct
a destructive test, the project manager must ensure the test is
validated
(witnessed) by a qualified member of his team. The purchase
order or contract
should contain a statement that requires the subcontractor or
vendor performing
the test to.
A. give a 30-day notice of when the test will be conducted and to
provide a
certificate of
completion within seven days following thetest
B. notify the project manager, in writing, of the date and
time for witnessing
the test
C. retain the residue of the item destroyed for a period of one

year following
completion of the
project
D. have present at the test at least three independent sources
(individuals) who
are qualified in
destructive testing procedures
E. report the results of the testing to an independent laboratory
for
confirmation and validation
of the procedures
Q3). The majority of advertisers appeal the public on the basis of
which of the
following?
A. Quality of product
B. Quality of staff
C. Inferiority of product
D. Inferiority of service
Q4). Which of the following was developed by Motorola to improve
its processes
by minimizing defects?
A.ISO 9000
B. Six sigma
C.QS 9000
D.TQM
Q5). The Father of statistical quality control is:
A. F. W. Taylor
B. Joseph M. Juran
C. Philip Crosby
D. Walter Shewhart
Q6). The process of evaluating overall project performance on a
regular basis to
provide confidence that the project will satisfy the relevant quality
standards
is called:
1. Quality Assurance
2. Quality Control
3. Quality Planning

4. Quality Review
Q7). The process of monitoring specific project results to
determine if they
comply with relevant quality standards is called:
A. Quality Assurance
B. Quality Control
C. Quality Planning
D. Quality Review
Q8). The practice of ceasing mass inspections and ending awards
based on price
is credited to:
A. Edward Deming
B. Philip Crosby
C. Juran
D. Pareto
Q9). Cost of quality includes:
A. Cost of all work to build a product or service that conforms to
the
requirements
B. Training programs
C. Cost of all work resulting from nonconformance to the
requirements
D. a and b
E. all of the above
Q10). The concept of zero inventory is called:
A. Six sigma
B. Continuous improvement
C. Just in Time
D. Zero defects
Qll). The zero defects concept
A. is a performance standard for management
B. is a motivational technique that promotes doing it
right the first time
C. is used by management to communicate to all employees that
everyone should do
things right the first time
D. A and C
E. B and C

Q12). Financial compensation is the primary motivational tool for

which of the
following management theories or programs?
A. Zero Defects program
B. Theory X management
C. Theory Y management
D. Quality Control Circles
E. A and C
Q13). Just-in-time (JIT) is the concept of reducing inventories to:
A. 25% of former stock
B. Less than half of former stock
C. 75% of peak stock
D. zero stock
E. 15% of the cost of the product for a planned stock
Q14).The primary responsibility for establishing design and test
specifications
should rest with
A. senior management
B. procurement or purchasing
C. engineering
D. manufacturing
E. quality control
Q15).The ISO 9000 series is:
A. a set of instructions for preparing control charts
B. a set of guidelines for quality
C. a set of forms and procedures to ensure quality
D. an international standard that describes a recommended
quality system
Q16). Which of the following models reflect horizontal processes
beginning with
suppliers and ending with customers?
A. Organism model
B.Mechanistic model
C.Cultural model
D.Total Quality model
Q17.) Which of the following is concerned about quality for
achievement of TQM?
A. The Managing Director

B. The Operative
C. The Quality Manager
D. Everyone in the organization
Q18.) Whose concepts are referred to as statistical quality control
(SQC)?
A. Shewharts
B. Demings
C. Jurans
D. Crosbys
Q19) In which of the following operations great deal of variations
can occur?
A. Manufacturing
B. Distribution
C. Purchasing
D. Selling
Q20) Which of the following results in low costs?
A. High productivity and high capacity utilization
B. Low productivity and low capacity utilization
C. Low productivity and high capacity utilization
D. High productivity and low capacity utilization
Q21) which of the following statements is TRUE for ISO 9000?
A. Describes the principles of a quality management system and
defines the
terminology
B. Describes the requirements relative to a quality
management system either forinternal use or
for contractual or certification purposes
C. Intended for internal use and not for contractual purposes,
focuses
particularly on continually
improving performance
D. Contains the guidelines for auditing quality management
and/or environmental
management
systems
Q22) Identify the example of prevention costs.
A. Quality planning
B. Re-inspection

C. Product recalls
D. Customer returns
Q23 ) How can the quality be computed?
A. Quality = Expectation/Performance
B. Quality = Performance/Expectation
C. Quality = Performance+Expectation
D. Quality = Performance-Expectation
Q24.) Which of the following focuses on results, not process, and
encourages
short-term behavior?
A. Typical American MBO system
B. Typical Japanese MBO system
C. Typical Chinese MBO system
D. Uncommon Chinese MBO system
Q25.) Which of the following is viewed as a Consistent Pair?
A. ISO 9000 and ISO 9004
B. ISO 1987 and ISO 1992
C. ISO 1992 and ISO 1997
D. ISO 9001 and ISO 9004
Q26.) How many maturity levels are there in the Capability
Maturity Model?
A. Four
B. Five
C. Six
D. Seven
Q27.) Which of the following is a unit for measuring process
performance
according to traditional view of quality?
A. Effective parts per thousand produced
B. Defective parts per thousand produced
C. Effective parts per hundred produced
D. Defective parts per hundred produced
Q28.)What are the ISO (International Organization for
Standardization) series
standards for industries such as automobiles?
A. ISO 9000
B. ISO 14000
C. QS 9000

D. AS 9000
Q29.) What is the objective of a TQM system?
A. Continuous improvement
B. Continual improvement
C. Business improvement
D. Process improvement
Q30.) Under which perspective of the balance scorecard, would
you classify the
operating cost management measurement?
A. The customer perspective
B. The business process perspective
C. The financial perspective
D. The learning & growth perspective
Q31.) Which of the following is the purpose of ISO 9001?
A. To define the minimum Quality Management System
requirements needed to
achieve customer satisfaction by meeting specified product
requirements
B. To determine metals and metalloids in airborne
particulate matter by
inductively coupled plasma atomic emission spectrometry
C. To ensure that the IT service management processes are
aligned both with the
needs of the business and with international best practice
D. To evaluate ultimate aerobic biodegradability of organic
compounds in aqueous
medium by determination of oxygen demand in a closed
respirometer
Q32.) Quality is one part of the three major parameters of a
project. When the
quality in a project exceeds the specifications that is called.
A. excellence
B. superior quality
C. deviation plus quality
D. gold plating
E. silver plating
Q33.) Zero Defects is an element of the quality management
philosophy that is a

for all workers to be achieved .

A. slogan; whenever possible
B. slogan; most of the time
C. standard; at all times
D. standard; whenever possible
E. standard; during critical operations
Q34.) Self-inspection by the individual performing the work is
used to achieve
quality in a product. The advantages of self-inspection include .
A. immediate feedback to permit adjustments to the process
B. early identification of errors prior to further integration
C. minimization of end product repairs and material waste
D. reduction in the number of end product inspections and tests
E. all of the above
Q35.Poor quality in a design project is likely to directly affect
costs.
A. manufacturing / building
B. advertising
C. overhead
D. post-completion support
E. A and D
Q36.The of a product or service mostly affects its reliability and
maintenance
characteristics.
A. design
B. concept
C. fabrication
D. performance
E. cost
Q37. You are sampling items from a batch and plotting the results
on a control
chart. How will an increase in the number of items sample affect
the value of
the standard deviation used to set the control limit?
A. increase it
B. decrease it
C. no effect on it
D. first increase it, then decrease it

E. first decrease it, then increase it

Q38. Financial compensation is the primary motivational tool for
which of the
following management theories or programs?
A. Zero Defects program
B. Theory X management
C. Theory Y management
D. Quality Control Circles
E. A and C
Q39. 80% of the problems are found in 20% of the work is a
concept of:
A. Edward Deming
B. Philip Crosby
C. Juran
D. Pareto
Q40. The concept of making a giant leap forward followed by a
period of maturity
is:
A. Innovation
B. Continuous improvement
C. Just in time
D. Paradigm