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PANIMALAR INSTITUTE OF TECHNOLOGY DEPARTMENT OF IT
UNIT I
INTRODUCTION
SYLLABUS: Introduction - Need for quality - Evolution of quality - Definitions of quality -
Dimensions of product and service quality - Basic concepts of TQM - TQM Framework -
Contributions of Deming, Juran and Crosby - Barriers to TQM - Quality statements - Customer
focus - Customer orientation, Customer satisfaction, Customer complaints, and Customer retention -
Costs of quality.
COURSE OBJECTIVE: To give the students an overview of quality and TQM and explaining the
salient contributions of Quality Gurus like Deming, Juran and Crosby. General barriers in
implementing TQM.
PART-A
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.
5. List the dimensions of quality./What are the element of TQM? (MAY 2010) (MAY/JUNE
2013)
The dimensions of quality are
1. Performance
2. Futures
3. Conformance
4. Reliability
5. Durability
6. Service
7. Response
8. Aesthetics and
9. Repetition.
6. What are the three components of the Juran Trilogy? (JUNE 2012)
The three components of the Juran Trilogy are
i. Planning
ii. Control
iii. Improvement
7. What are the six basic concepts that a successful TQM programme requires?(DEC 2012)
(APRIL/MAY 2012)
2. Interpersonal skills
3. Teamwork and
4. Quality improvement process
11. Tabulate the tangible and intangible benefits of TQM. (NOV/DEC 2011) (MAY 2012)
Improved product quality
Improved productivity
Reduced quality costs
Increased market
12. What does a typical meeting agenda contain after establishing the TQM?
Progress report on teams
Customer satisfaction report
Progress on meeting goals
New project teams
Recognition dinner
Benchmarking report
15. Why Quality is required in products and services today (MAY/JUNE 2014)
Management leadership and long term commitment
1. A management culture of partnership, learning together, guidance and support for employees
2. Clearly defined business objectives communicated by managers and supervisors, understood
and owned by all employees. Ownership can be viewed as the acceptance of
accountability.
3. Encouraging and empowering all employees to adopt ownership behavior. Ownership of
their outputs, ownership of customers problems, ownership of improvement actions.
21. List the various tools used for collecting customer complaints.
The various tools used are:
1. Comment card.
2. 2.Customer questionnaire
3. Focus groups
4. Toll-free telephone numbers
5. Report cards
6. The Internet and computer etc.
23. What is the relationship between competition and customer focus (MAY/JUNE 2014?)
H1.C u s t o m e r - f o c u s i s s i g n i c a n t l y r e l a t e d t o m a r k e t i n g p e r f o r m a n c e f o o d
a n d beverages organizations in Nigeria.
H2.Competitor-focus is signi cantly related to marketing performance of food and
beverages organizations in Nigeria
24. What are the different ways to create customer oriented culture in an industry?
(NOV/DEC 2016)
1. Start at the top
2. Hire people who fit
3. Get everyone involved
4. Trust your team
5. Establish good lines of communication
25. Write down the categories of quality cost? (NOV/DEC 2016)
1. Prevention costs
2. Appraisal costs
3. Internal failure costs and
4. External failure costs.
PART-B
COURSE OUTCOME:
Develop an understanding on quality management philosophies and frameworks
Develop in-depth knowledge on various tools and techniques of quality management.
UNIT-2
TQM PRINCIPLES
SYLLABUS: Leadership - Strategic quality planning, Quality Councils - Employee involvement -
Motivation, Empowerment, Team and Teamwork, Quality circles Recognition and Reward,
Performance appraisal - Continuous process improvement - PDCA cycle, 5S, Kaizen - Supplier
partnership - Partnering, Supplier selection, Supplier Rating.
COURSE OBJECTIVE: The students Will understand the TQM concepts like customer Focus,
Employee Focus and their involvement, continous process improvement and Supplier Management.
PART-A
1. What is motivation?
Motivation means a process of stimulation people to accomplish desired goals.
ii. Narrative
iii. Graphic
iv. Forced choice
20. What are the basic ways for a continuous process improvement?
The basic ways for a continuous process improvement are
1. Reduce resources
2. Reduce errors
3. Meet or exceed expectations of downstream customers
4. Make the process safer
5. Make the process more satisfying to the person doing it.
21. What are the three components of the Juran Trilogy? (May 2011)
The three components of the Juran Trilogy are
i. Planning
ii. Control
iii. Improvement
26. What are the characteristics used to measure the performance of a particular process?
The characteristics used to measure the performance of a particular Process are
i. Quantity
ii. Cost
iii. Time
iv. Accuracy
v. Function
vi. Service
vii. Aesthetics
continuous improvement in small increments that make the process more efficient, effective, under
control and adaptable.
29. What are the characteristics of successful quality leaders (MAY/JUNE 2013)
The top 9 Effective Qualities of a Team Leader
1. Communication
2. Organization
3. Confidence
4. Respectful
5. Fair
6. Integrity
7. Influential
8. Delegation
9. Negotiation
32. What are the different types of quality statement (NOV/DEC 2013)
Quality is not an option, but a necessity to survive and thrive in an environment of global
competition. We aim to provide total customer satisfaction that will lead to customer loyalty. By
using Total Quality Management techniques, we can locate waste, identify its causes and eliminate
it.
Service providers ensure that systems are in place for people diagnosed with a primary
headache disorder to have their headache type classified as part of the diagnosis.
Healthcare practitioners ensure that people diagnosed with a primary headache disorder
have their headache type classified as part of the diagnosis.
Commissioners ensure that they commission services that classify headache type for people
diagnosed with a primary headache disorder as part of the diagnosis.
Supplier rating will assess and evaluate the performance offered by its material Vendors semi-
annually. The following criteria will be evaluated:
Delivery Performance
Quality Performance
Price Performance
1) Management Involvement
2) Positive Feedback
3) Employee Suggestion Program
4) Correlate the Facility Performance to the End Goal
5) Performance Based Economic Incentives.
PART-B
1. Explain the following
( i) Juran Triology (ii) PDSA cycle (R)
iii. Maslows theory of need hierarchy. (APRIL/MAY 2008)(R)
2. Discuss about the supplier partnership procedures. (APRIL/MAY 2008) (R)
3 (i) Explain the key elements of partnering. (R)
(ii) Explain the conditions for selection and evaluation of suppliers. (APRIL/MAY 2009) (R)
4. (i) Write about the system of recognition and reward followed in an organization. (R)
(ii) What are the suggestions to improve the appraisal system? (NOV/DEC 2011) (R)
5. Understand the different approaches towards Continuous Process Improvement (NOV/DEC
2011) (U)
6. i Discuss how quality council is structured in
1. University Academic Department (U)
2. Manufacturing facility (U)
ii Distinguish between internal and external customers. (APRIL/MAY 2012) (U)
7. i Explain the PDCA improvement cycle in detail. (R)
ii Brief on employee empowerment. (NOV/DEC 2012) (R)
8. What is a team? Explain the functions and characteristics of a successful team.
(NOV/DEC 2012) (R)
9. i. What is meant by strategic planning? Narrate the seven steps procedure of strategic planning
cycle. (MAY/JUNE 2013) (R)
ii. Explain the characteristics of successful team? (MAY/JUNE 2013) (R)
10. Explain the phases of PDSA cycle with suitable illustration. (MAY/JUNE 2013) (R)
11. What are the 7 habits of highly effective people? Discuss in details (JUNE 2014) (U)
12. (i)What are the characteristics of successful team .Discuss in detail (R)
(ii)How is Kaizen practiced in workplace? Give an example? (MAY/JUNE 2014) (U)
13. (i) Explain PDSA Cycle (R)
(ii) Define team. Describe the characteristics of a successful team. (NOV/DEC 2013) (R)
14. Explain various techniques of performance measures (NOV/DEC 2013) (R)
15. Discuss the importance of employee involvement and motivation for enhancing quality.
(Apr/May 2015) (R)
16. Remember the different methods of receiving customer feedback? How they are further used to
achieve customer satisfaction? (MAY/JUNE 2016) (R)
17. What are the different types of teams formed to achieve the quality? (MAY/JUNE 2016) (R)
COURSE OUTCOME:
Develop an understanding on quality management philosophies and frameworks
Learn the applications of quality tools and techniques in both manufacturing and service
industry
UNIT III
SYLLABUS: The seven traditional tools of quality - New management tools - Six sigma: Concepts,
Methodology, applications to manufacturing, service sector including IT - Bench marking - Reason
to bench mark, Bench marking process - FMEA - Stages, Types.
COURSE OBJECTIVE: Exposure to students on the basic and new seven management
tools,Quality concepts like Six sigma,Failure mode effect analysis.
PART-A
2. Define Statistics?
Statistics is defined as the science that deals with the collection, tabulation, analysis,
interpretation, and presentation of quantitative data.
3. What is a measure of central tendency? (May 2010)
A measure of central tendency of a distribution is a numerical value that describes the central
position of the data or how the data tend to build up in the center. There are three measures in
common in use in quality viz, the average, the median and the mode.
13. Mention the seven basic tools involved in statistic quality control.
The seven tools involved in statistical quality control. They are,
a. Pareto diagram
b. Check sheet
c. Cause and effect diagrams
d. Scatter diagram
e. Histogram
f. Control charts
g. Graphs
18. What are the uses of cause and effect diagram? (NOV/DEC 2016)
a. A cause and effect diagram is used for, a. Identifying potential causes of a problem or issue
in an orderly way. (Example: why has membership in the band decreased? Why isnt the
phone4 being answered on time? Why is the production process suddenly producing so many
defects?)
b. Summarizing major causes under four categories. (Example: People, machines, methods
and materials or policies, procedures, people and plant.)
(Examples: will test scores increase or decrease if the students spend more time in study hall?
Will increasing assembly line speed, increase or decrease the number of defective parts
made? Do faster typists make more or fewer typing errors?)
c. defective parts produced? How strong is the relationship between typing faster and the
number of typing errors made.
22. What are the problems that can be interpreted by the histogram?
The problems that can be interpreted by the histogram are,
a. Skew problems
b. Clustering problems.
b. Record all of the tasks and subtasks necessary to the completion of the project.
c. Sequence the tasks.
d. Assign a time duration to each task.
e. Calculate the shortest possible implementation time schedule using the critical path
method.
f. Calculate the earliest starting and finishing times for each task.
g. Locate tasks with slack (extra) time and calculate total slack.
h. Update the schedule as the project is being completed.
29. What are the types of clock sheets commonly used (MAY/JUNE 2013)
The simulation must keep track of the current simulation time, in whatever measurement units are
suitable for the system being modeled. In discrete-event simulations, as opposed to real-time
simulations, time hops because events are instantaneous the clock skips to the next event start
time as the simulation proceeds.
32. What are the reasons for Benchmarking? (MAY/JUNE 2014) (Apr/May 2015)
7 Reasons You Should Benchmark Your Manufacturing Performance
1. Understand your performance relative to close competitors
2. Compare performance between product lines/business units in your own company
3. Hold people more accountable for their performance
4. Drill down into performance gaps to identify areas for improvement
5. Develop a standardized set of processes and metrics
6. Enable a mindset and culture of continuous improvement
7. Better understand what makes a company successful
33. What are the factors that distinguish six sigma concepts traditional quality management
concepts(NOV/DEC 2013)
Six Sigma is a long-term, forward-thinking initiative designed to fundamentally change the way
corporations do business. It is first and foremost "a business process that enables companies to
increase profits dramatically by streamlining operations, improving quality, and eliminating defects
or mistakes in everything a company does.
34. What is meant by failure mode and effect analysis (NOV/DEC 2013)
Failure Mode and Effects Analysis (FMEA) was one of the first systematic techniques for failure
analysis
A few different types of FMEA analyses exist, such as
Functional,
Design, and
Process FMEA.
PART-B
1. Explain the new seven tools of quality and its applications in detail.(APRIL/MAY 2008) (R)
2. Discuss about the need, types, construction, and applications of control charts. (APRIL/MAY
2008) (U)
3. Explain the different types of control charts available for problem solving. Enumerate on the
different patterns commonly noticed in control charts. (APRIL/MAY 2009) (U)
4.With a specific application compare the affinity diagram and relationship diagram in terms of
getting highly creative solutions for managerial problems.(APRIL/MAY 2009) (U)
5 i Explain the relevance of 6-sigma concept in achieving quality output in a process. (U)
ii Give an example of a company practicing six-sigma concept. (NOV/DEC 2011) (R)
6 i What is Benchmarking and why do the organizations adopt this technique? (R)
ii Explain the Benchmarking process. (NOV/DEC 2011) (R)
7 i Perform an FMEA to anticipate various problem faced and method to eliminate the process of
getting up from bed in the morning and going to school. (U)
ii. Describe how simultaneous or concurrent design is better over sequential design in guarantying
to the end users. (APRIL/MAY 2012) (U)
8. Prepare a FMEA work sheet for an induction motors shaft failure or a failure of your choice.
(Apr/May 2015) (U)
9. i. With an example illustrate how benchmarking can help a system to improve both efficiency and
effectiveness of a system. (U)
ii. With examples explain the concept of six sigma. (APRIL/MAY 2012) (R)
10. Discuss the new seven tools in detail with their typical application. (NOV/DEC 2012)
(NOV/DEC 2016) (U)
11. Discuss the reasons for benchmarking and state the advantages and limitations.
(NOV/DEC 2012) (U)
12. i .Explain how benchmarking improves product/process quality. (MAY/JUNE 2013) (R)
ii. Describe the various stages in FMEA. (MAY/JUNE 2013) (R)
13. i. List out the new seven management tools and explain any two in detail. (MAY/JUNE 2013)
(R)
ii. What is six sigma concepts? How can it be effective in a service organization.
(MAY/JUNE 2013) (R)
14. (i) How is cause and effect diagram constructed? Example with an example (U)
(ii) Explain with an example how is a matrix diagram used (MAY/JUNE 2014) (R)
15. i. How is six sigma implemented in practice? Give a case study (U)
ii. Discuss bench marking process with an example (MAY/JUNE 2014) (U)
16. Develop procedure for implementation of SIX sigma in a manufacturing organization.
(Apr/May 2015) (U)
17. How is house of quality constructed? Explain with an example (MAY/JUNE 2014) (U)
18. What are the different outcomes can benchmarking studies reveal? What courses of action is
appropriate for each outcome? (NOV/DEC 2013) (R)
19. Explain the new seven tools quality management (NOV/DEC 2013) (R)
20. Compare six sigma concepts and TQM concepts? (NOV/DEC 2016) (U)
COURSE OUTCOME:
Learn the applications of quality tools and techniques in both manufacturing and service
industry
Develop analytical skills for investigating and analyzing quality management issues in the
industry and suggest implement able solutions to those.
UNIT IV
SYLLABUS: Control Charts - Process Capability - Concepts of Six Sigma - Quality Function
Development (QFD) - Taguchi quality loss function - TPM - Concepts, improvement needs -
Performance measures.
PART-A
1. What is a QFD?
Quality Function Deployment is a planning tool used to fulfil customer expectations. It is a
disciplined approach to product design, engineering, and production and provides in-depth
evaluation of a product.
5. Give the seven basic steps to get an organization started toward TPM?
a) Management learns the new philosophy
b) Management promotes the new philosophy
c) Training is funded and developed for everyone in the organization
d) Areas of needed improvement are identified
e) Performance goals are formulated
f) An implementation plan is developed
g) Autonomous work groups are established
23. What are the functions of quality circles (MAY/JUNE 2013) /(NOV/DEC 2013)
quality circle is a volunteer group composed of workers (or even students), who do the
same or similar work, usually under the leadership of their own supervisor (or an elected
team leader), who meet regularly in paid time who are trained to identify, analyze and solve
work-related problems and present their solutions to management
26. What are the big losses avoided by TPM? (MAY/JUNE 2014)
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to
achieve perfect production:
29. Indicate the different parameters used for quality performance measurement. (Apr/May
2015)
There are four types of performance measures
Process measure
Outcome measure
Balancing measure
Structure of care measure
PART-B
1. Discuss about the objectives, process, outcome and benefits of quality functional deployment
(QFD). (APRIL/MAY 2008) (U)
2. Explain briefly about the following
i. Taguchi quality loss function. (R)
ii. Pillars of TPM and its Benefits. (APRIL/MAY 2008) (Apr/May 2015) (R)
3. Describe the different benchmarking metrics that can be used in educational institutions.
(APRIL/MAY 2009) (R)
4. Explain the different steps involved in Failure Mode Effect Analysis with an example.
(APRIL/MAY 2009) (R)
5 Explain the seven steps plan to establish the TPM in an organization in detail.(NOV/DEC 2011)
(R)
6 Explain the concept of Taguchi's quality loss function in detail. Give an example (NOV/DEC
2011) (R)
7. Devise a QFD methodology for design and development of cups used in vending machine for
dispersing hot and cold beverages. (APRIL/MAY 2012) (U)
8. i. Discuss the benefits of QFD. (U)
ii. For an out of round condition (smaller the better) of a steel shaft, the true indicator readings for
eight shafts are 0.05,0.04,0.04,0.03,0.04,0.02,0.04 and 0.03 mm, (APRIL/MAY 2012) (U)
1. If the average loss at 0.03 is Rs.15, what is the loss function?
2. What is the loss at 0.05?
3. What is the average loss?
9 i) What are the goals of TPM and explain the six losses in TPM? (R)
ii Explain the components of Quality costs. (NOV/DEC 2012) (R)
10 Write notes on :
i. QFD
ii Quality circles
iii Typical performance measures of TQM. (NOV/DEC 2012) (R)
11. With suitable example explain various stages of building a house of quality matrix.
(MAY/JUNE 2013) (R)
12.i Explain the different types of cost contributing to the cost of quality. (R)
ii Explain the Taguchis quadratic quality loss function. How it differs from traditional
approach of quality loss cost? (MAY/JUNE 2013) (R)
13. Explain the various types of cost contributing to the cost of quality .Give example for each
(NOV/DEC 2013) (U)
14.Discuss in detail how the voice of customer in transformed into technical and functional
requirements by QFD (NOV/DEC 2013) (U) (R)
15. Draw the house of quality for a product of your choice and describe the QFD methodology.
(Apr/May 2015) (U) (R)
16. Describe a basic structure of house of quality a primary planning tool used in QFD?
(MAY/JUNE 2016) (R)
17. Explain the difference between x-bar and R-charts? (MAY/JUNE 2016) (U)
COURSE OUTCOME:
Develop in-depth knowledge on various tools and techniques of quality management.
Develop analytical skills for investigating and analyzing quality management issues in the
industry and suggest implement able solutions to those.
Whether he/she can able to design Quality frameworks
UNIT-V
QUALITY SYSTEMS
SYLLABUS: Need for ISO 9000 - ISO 9001-2008 Quality System - Elements, Documentation,
Quality Auditing - QS 9000 - ISO 14000 - Concepts, Requirements and Benefits - TQM
Implementation in manufacturing and service sectors.
COURSE OBJECTIVE: Detailed exposure to students on various quality systems like ISO and its
standards.
PART-A
1. Give the ISO 9000 Series of Standards? (NOV/DEC 2016)
i. ISO 9000, Quality Management and Quality Assurance Standards Guidelines for
Selection and Use.
ii. ISO 9001, Quality Systems Model for Quality Assurance in Design, Development,
Production, Installation & Servicing.
iii. ISO 9002, Quality Systems Model for Quality Assurance in Production, Installation
& Servicing.
iv. ISO 9003, Quality Systems Model for Quality Assurance in Final Inspection and
Test.
v. ISO 9004-1, Quality Management and Quality System Elements Guidelines.
2. What is the need for ISO 9000? (MAY 2010)
ISO 9000 is needed to unify the quality terms and definitions used by industrialized nations
and use terms to demonstrate a suppliers capability of controlling its processes.
ii. TE-9000
iii. AS9000
iii. Planning
iv. Implementation and operation
v. Checking and corrective action
vi. Management review
9. What are the four elements for the checking & corrective action of ISO 14001?
a) Monitoring and measuring
b) Non-conformance and corrective and preventative action
c) Records
d) EMS audit
10. What are the seven elements for the implementation & operations of ISO 14001?
a) Structure and responsibility
b) Training, awareness and competency
c) Communication
d) EMS documentation
e) Documentation control
f) Operational control
g) Emergency preparedness and response
11. What are the four elements for the planning of ISO 14001?
a) Environmental aspects
b) Legal and other requirements
c) Objectives and targets
d) Environmental Management Programs
16. What are the typical measurements frequently asked by managers and teams?
Human Resource
Customers
Production
Research & Development
Suppliers
Marketing/Sales
Administration
21. What are organization standards and product standards (MAY/JUNE 2013)
A standard is a document. It is a set of rules that control how people develop and manage materials,
products, services, technologies, processes, and systems. ISO's standards are agreements. ISO refers
to them as agreements because its members must agree on content and give formal approval before
they are published.ISO standards are developed by technical committees. Members of these
technical committees come from any countries. Therefore, ISO standards tend to have very
broad support.
22. What is the concept of environmental management system (MAY/JUNE 2013)
A management system is the framework of processes and procedures used to ensure that an
organization can fulfill all tasks required to achieve its objectives
Examples of management system standards include:
ISO 9001 Quality Management,
ISO 14001 Environmental Management,
ILO-OSH Occupational Safety & Health Management Systems,
ISO/IEC 27001 Information Security Management,
SA8000 Social Accountability.
24. What are the objectives of ISO 9000 Standards (MAY/JUNE 2014), (NOV/DEC 2013)
Achieve, maintain, and improve product quality
Improve quality of operations to continually meet customers and stakeholders needs
Provide confidence to management, employees, customers, and stakeholders that quality
requirements are fulfilled
25. What is internal quality audit and external quality audit (NOV/DEC 2013)
Internal quality Audit:
Internal auditing is an independent, objective assurance and consulting activity designed to add value
and improve an organizations operations. It helps an organization accomplish its objectives by
bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk
management, control and governance processes."
External quality Audit:
External Quality Audit looks at the experience of countries where external quality audits have been
established by governments, and provides analyses of their effectiveness in improving quality
assurance in universities and other higher education institutions.
Quality manual.
Organizational structure and responsibilities.
Data Management.
Processes - including purchasing.
Product quality leading to Customer satisfaction.
Continuous improvement including corrective and preventive action.
29. What are the differences between ISO 9000:2000 and QS 9000? (NOV/DEC 2016)
PART-B
1. Explain about the philosophy and the requirements of ISO 9000:2000 (APRIL/MAY 2008) (R)
2. i. Discuss about the documentation process in ISO 9000:2000 system. (U)
ii. Explain about the auditing process and role of external agencies (APRIL/MAY 2008) (R)
3. Remember the different types of quality audits available in practice and explain when each has to
be carried out? (APRIL/MAY 2009) (R)
4.i.Explain the requirements of Environmental Management Systems.(R)
ii Discuss the benefits of environmental management systems.(8) (APRIL/MAY 2009) (U)
5i.Explain the benefits of EMS.(R)
ii Discuss quality auditing in detail. (NOV/DEC 2011) (U)
6 Discuss the implementation of TQM with a case study from the manufacturing industry.
(NOV/DEC 2011) (U)
7. i Discuss the need for standardization procedures for quality assurance. Explain the
requirements of ISO system of documentation. (U)
ii. Explain the term quality cost (APRIL/MAY 2012) (R)
8. i Differentiate between external and internal audits on quality.(U)
ii. Differentiate between ISO 9000 and QS 14000.List the benefits that a firm would enjoy by
implementing these series of quality documentation procedures. (An) (APRIL/MAY 2012)
9 i Discuss the elements of ISO 9000:2000 quality system (U)
ii What are the gains realized by a company with the TQM implementation.
(NOV/DEC 2012) (R)
10. What methodology would you suggest to implement TQM in an automobile manufacturing?
Company? (NOV/DEC 2012) (R)
11.i. Explain the major clauses of QS 9000 standards. (Apr/May 2016) (R)
ii. Discuss the benefits of ISO 9000 certification. (MAY/JUNE 2013) (R)
12. Remember and explain the elements of ISO 9000 quality system. (MAY/JUNE 2013) (R)
13.(i) Discuss any 4 benefits reported by organizations after creating quality system. (U)
(ii)What is the role of senior management commitment in the implementation of quality systems?
(MAY/JUNE 2014) (R)
14. (i) Discuss 3 categories of organizational evaluation standards. (MAY/JUNE 2014) (U)
(ii)Discuss any 4 requirements of environmental policy (MAY/JUNE 2014) (U)
15. What are the various elements of ISO 9000:2000 Quality system (NOV/DEC 2013) (R)
16. (i) What is Quality System 9000?State its significance (R)
(ii) What are the benefits of ISO: 14000 Certificate (NOV/DEC 2013) (R)
17. i) What are the need for documentation in quality management system? (R)
ii) Write a brief note on quality auditing in QMS. (R)
iii) Discuss the various elements of QMS. (Apr/May 2015) (U)
18. Explain the features of ISO 14000 and procedure to obtain ISO 14000 certification.
(Apr/May 2015) (NOV/DEC 2016) (R)
19. What are the types of auditing ISO-2006 quality system? (Apr/May 2016) (R)
COURSE OUTCOME:
Whether he/she can able to map the Quality designs to implementation
COURSE OUTCOMES
CO-PO MATRIX:
CO PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12
C315.1 - 2 2 - - - 3 - 2 - - -
C315.2 - - 2 1 - 2 2 - 2 - - -
C315.3 - 3 1 1 2 - - - 3 - - -
C315.4 - - 1 1 - 2 - - 1 - - 3
C315.5 - - 2 - 2 - - - - - - 1
- 2.5 2 1 2 2 2.5 - 2 - - 2
C315
CO-PSO MATRIX: