ASSIGNMENT QUIZZES

QUIZ NO. 1:

Q1. What do you understand by “Conformance to Requirements”?

Explain with example of your own work.

 This is the definition of Quality by Philip B. Crosby. Products or Services

should conform to the stated needs / requirements of the Customer. To
identify the requirements it should be specified on the contractual agreements
or any documents agreed with both parties.
 For example: All Construction Projects have a Main Contract Agreement and
each scope of works have designated Specification Requirements to follow by
all work Trades / Contractors. The Project Specification is only the minimum
requirements and the Trades / Contractors have the options to exceed the
specification requirements.

Q2. What are the differences between “internal customer satisfaction” and
“external customer satisfaction”. Explain with example of your own work.

 Internal Customer Satisfaction is the fulfillment of the stated or implied needs

by the inter-departmental or section inside the Organizations / Company.
Example: The Project Team / Department required M12x120 stainless steel
anchor bolts for fixations within 7 days; accordingly they requested to the
Purchase Department the specified materials and the required date. The
Purchase Department provided the M12x120 stainless steel anchor bolts after
5 days. Then the Project Team / Department requirements has been fulfilled
and satisfied.
 External Customer Satisfaction is the fulfillment of the stated or implied needs
by the Customer or Consumer or Client that are not belong to the inside
Organizations / Company.
Example: The Customer on ordered a Mirror in the Glass factory. He requires
that the Mirror shall be edge polished and rounded corner. He wants this
mirror within 4 weeks. The Glass Factory then fabricated the mirror as per the
Customer requirements and delivered within 23 days. Then the Customer was
delighted because the mirror delivered in advance and fabricated according to
his requirements with a good packaging.
Q3. What do you understand by “Value for Customer”?
Explain with example of your own work.
 Value for Customer is the ratio of his / her benefits to his / her sacrifices
enables to obtain the products or services.
Example: There are two Customers on the Fast Food Chain, one Customer
ordered Hamburger without cheese and low sodium due to his age and health
conditions. The other Customer ordered the same Burger with double cheese
and regular salt. The two Customers ordered the same Hamburger but with
different requirements due to their ages or health conditions.

QUIZ NO. 2:

Q1. What is the importance of “integrity” in the TQM approach? Explain with
example.
 The importance of integrity in the TQM approach is that integrity is one of the
foundations elements of TQM. Integrity refers to honesty, values and an
individual’s sincerity at workplace. Without Integrity you cannot build
cooperation within the organization and you cannot obtain trust from your
Customer. According to C.S. Lewis “Integrity is doing the right thing,
even when no one is watching.”
Example: The Organizations / Company should produce / serve a high quality
products / service and charging the Customer with a reasonable prices.

Q2. What is the importance of “communication” in the TQM approach? Explain with
example of your own work.
 The importance of communication in the TQM approach is to binds employees
and extracts the best out of them by means of common understanding of
ideas. With the effective communications enables employees to learn better
and be able to express better. Communication should be ever-present in the
organization, but it should also involve all external entities like customers,
partners, suppliers and stakeholders.
Example: The Company of a call center creates culture of open collaboration,
sharing ideas, complaints and advice with all level of employee including the
external customers.
Q3. What is the importance of “employee recognition” in the TQM approach? Explain
with example.
 The importance of employee recognition in the TQM approach is the
encouragement of the employee into a healthy competition in a bid to be
acknowledgement for the brilliant work they contributed on their team. As the
employee are recognized, there can be huge changes in their self-esteem,
productivity, quality and the amount of effort contributed to the task at hand.
Example: In the Carrefour Kuwait they are posting near the cashier their
“Employee of the Month” with a huge picture with the name of the Employee
that all employee and customer can see the posting.

Q4. Make a plan for “employee recognition” in your own organization.

STAFF AND FOREMAN - EMPLOYEE RECOGNITION PLAN
(SAFE RECOGNITION PLAN)
 Purpose:
The SAFE Recognition Plan will be awarded to employees for the purpose of
recognizing and rewarding excellence in Project Site operation; recognizing and
rewarding significant contributions; recognizing and rewarding outstanding individual
and department performance.
 Oversight
Development, administering and interpretation of the SAFE Recognition Plan will be
supervised by an independent Management Oversight Committee (MOC) comprised
as follows:
 Project Director
 Project Manager
 Quality Manager
 Safety Manager
 HR Manager
 Approval
Once approved by the CEO / COO, the SAFE Recognition Plan will be implemented
on the Project Site at the discretion of the Project Director. The SAFE Recognition
Plan will be subjected to annual review that will be conducted by the MOC. If the
MOC recommends any substantive or material changes to the SAFE Recognition
Plan, the MOC will obtain the approval from the CEO / COO before implementing
such changes. If the approval of changes take place less than the 6 months prior the
end of the fiscal year, the changes shall take affect only on the following year.
 Awarding Schedule and Project Operation Year
SAFE Recognition will take place every 3rd Monday of the Month of January. The
year will correspond to the Project operation year, from Jan1 and ending Dec 31 on
the same year.
 Eligibility
Senior Management are not eligible for any awards. Eligibility for the recognition
awards under this SAFE Recognition Plan is outlined below.
 Have completed at least 3 months working period on Project Site.
 Meet a minimum expectations on their recent annual performance
evaluations.
 In any case, any Employees who have not yet evaluated with the annual
performance evaluations may be eligible for an award if their line manager
confirms on the nomination form that they are meeting the expectations.
 Performance Standards
Line Managers should recognize, acknowledge and reward employees for
exceptional performance and/or significant contributions related to and supportive of
individual, department and organizational goals and objectives. Acknowledge and
reward individuals and teams demonstrating the following:
 Construction Foreman:
1. Highest percentage and/or more work inspection approval.
2. Without and/or have a Lesser Safety Violations.
3. Without and/or have Lesser Quality issues (NCR’s / JSI’s).
4. Punctuality and/or have a good attendance.
 Site Engineer:
1. Highest percentage and/or more work inspection approval.
2. Without and/or have a Lesser Safety Violations.
3. Without and/or have Lesser Quality issues (NCR’s / JSI’s).
4. Punctuality and/or have a good attendance.
 Offices Staff, Store and Logistic Group:
1. Exceptional Performance, Work success and Teamwork.
2. Punctuality and/or have a good attendance.
QUIZ NO. 3:

Q1. Make an internet study and explain “Juran Trilogy” in your own words.

 Quality Planning: Identify “Who is the Customer”. Find out their needs “Voice of the
Customer”. Identify and Develop the Critical to Quality characteristics which are the
factors which have a major impact on the customer satisfactions. Develop the
processes required and then identify the Critical Processes to obtain an effective and
efficient processes. Planning stage should be done with the multidisciplinary team.
Steps of the quality planning exercise are:
1. Identification of the customers – those who will be impacted by the actions
that are taken to complete the project.
2. Discovery of customer needs.
3. Development of the product and processes to meet the customer’s needs.
4. Establishment of the quality objectives.
5. Development of the plans for meeting these objectives.

 Quality Control: Control the measurable and controllable critical processes as

identified on the planning stage. This is by using quality control tools such as SPC,
PARETO, flow chart, fishbone diagram, histogram, scatter diagram, process
capabilities, etc. Wherever there is a defect a corrective and preventive action needs
to be done, and root cause analysis (fishbone diagram) has to be reached. Moreover
the deviation in the metrics and process audit results need to be monitored and
corrected for meeting the required target as specified by the processes.

Quality control entails the following steps:

- Clear definitions of quality.
- Knowledge of the expected performance or targets.
 - Evaluation of the actual operating performance.
- Comparison of the actual performance to goals.
- Action of the difference.

 Quality Improvement: Is a disciplined approach that improves the level

of performance of the process. This will be achieved by a breakthrough improvement
in performance; when a new innovation or a completely fresh idea is brought into
improve the current performance levels.
Due to the Global competition even though you have robust process design and
good product features, there are chances that it may fail to meet customer
requirements and design targets. It might be due to some special causes that are
present in the system and might be due to change in business scenarios, customer
requirements, market completion and many more forces. The role of Quality
Improvement is to identify and prove the need for improvement from the existing
performance levels even though they meet the target and develop means and ways
to achieve the new target and implement them successfully.

There are four different “strategies” to the improvement that could be applied during
this phase:
1. Repair: Reactive; fix what’s broken.
2. Refinement: Proactive; continually improve a process that isn’t broken (like
the continual pursuit of perfection in Lean!)
3. Renovation: Improvement through innovation or technological advancement
4. Reinvention: Most demanding approach; start over with a clean slate.
 Q2. Compare “Juran Trilogy” with “Deming’s PDCA Cycle” studied by you earlier.
JURAN TRILOGY
http://www.qasigma.com/2008/12/juran-trilogy.html
https://blogs.mtu.edu/improvement/2014/02/27/the-juran-trilogy/
PLANNING:
Is a concurrent exercise which involves all the
affected parties related to the product and
services, so that they can provide inputs and give
early warnings during the planning processe s.
Steps / Activities:
1. Identification of the customers – those who will be
impacted by the actions that are taken to complete
the project.
2. Discovery of customer needs.
3. Development of the product and processes to meet
the customer’s needs.
4. Establishment of the quality objectives.
5. Development of the plans for meeting these
objectives.
CONTROL:
It involves the developing and maintaining of
operational methods in order to assure that the
processes work as they are designed to work and
that the target levels of performance being are
being achieved.
Steps / Activities:
1. Clear definitions of quality.
2. Knowledge of the expected performance or targets.
3. Evaluation of the actual operating performance.
4. Comparison of the actual performance to goals.
5. Action of the difference.
IMPROVEMENT:
Is a disciplined approach that improves the level
of performance of the process. This is achieved by a
breakthrough improvement in performance.
Strategies:
1. Repair: Reactive; fix what’s broken.
2. Refinement: Proactive; continually improve a
process that isn’t broken (like the continual pursuit
of perfection in Lean!)
DEMING’S PDCA
http://www.whatissixsigma.net/pdca-cycle/
https://www.isixsigma.com/dictionary/deming-cycle-pdca/
PLAN:
Plan ahead for change. Analyze and predict the
results.
Steps / Activities:
1. Establish the objectives and goals of the task to be
improved or developed.
2. Describe the task in detail with clear specifications
3. Develop a team that will be a part of the PDCA and
set the deadlines
4. Note down the data to be used, resources that will
be needed, cost expected, risks and mitigating
steps, manpower required, support needed from
management.
5. Draw an implementation plan with breakdown of
each task, owner, expected outcome, operating
procedure or guidelines etc.
DO:
Execute the plan, taking small steps in controlled
circumstances.
Steps / Activities:
1. As per the implementation plan, perform all the
tasks.
2. Keep the stakeholders informed of the progress
3. Adhere to the schedule and highlight any
significant concerns and variations noted.
CHECK:
Check, study the results.
Steps / Activities:
1. One the activity is performed, validate whether the
outcome is as intended and planned.
2. Make a note of all variations, defects, best
practices, pain areas and challenges faced
3. Identify the root causes for the problems
ACT:
Take action to standardize or improve the process.
Steps / Activities:
1. Correct the defects and make it comply to the
specifications
2. Identify the preventive actions for all the root
causes identified
3. Implement the preventive actions and check
whether the outcome is as expected.
3. Renovation: Improvement through innovation or
technological advancement
4. Reinvention: Most demanding approach; start over
with a clean slate.
For Continual and Breakthrough
Improvement
4. Repeat the steps Do-Check-Act until all of the
objectives are met to the satisfaction of the
stakeholders.
For Continual Improvement

Q3. Out of Deming’s 14 points for Management, which six would you consider
most important for success of a business.

Point 1: Create a constancy of purpose to improve quality and service, to

become competitive, and to stay in business.

Point 2: Adopt the new philosophy.

Point 4: End the practice of awarding business on the basis of price tag
alone.

Point 9: Break down barriers between staff areas.

Point 13: Institute a vigorous program of education and training.

Point 14: Create a structure in top management that will push every day on
the preceding 13 points.
QUIZ NO. 4:

Q1. Compare Richard Mckee’s “PITFALLS IN THE QUEST FOR QUALITY” with Deming’s “14 POINTS FOR MANAGEMENT”
DEMINGS 14 POINTS FOR MGMT PITFALLS IN THE QUEST FOR QUALITY
(RICHARD MCKEE)
1. Create a constancy of purpose to improve quality and service, to become 1. Expecting Instant results
competitive, and to stay in business.
2. Adopt the new philosophy. 2. Lack of commitment by management
3. Stop dependence on mass inspection. 3. Lack of long-term planning
4. End the practice of awarding business on the basis of price tag alone. 4. Limited application

5. Constantly and forever improve the system of production and service. 5. No market research

6. Institute modern training methods on the job. 6. Lack of funds committed to the quality process
7. Institute modern methods of supervision. 7. Underestimating the workforce

8. Drive out fear. 8. Failure to involve the suppliers

9. Break down barriers between staff areas.

10. Eliminate numerical goals for the workforce.

11. Eliminate work standards and numerical quotas.

12. Remove barriers that hinder the hourly worker.

13. Institute a vigorous program of education and training.

14. Create a structure in top management that will push every day on the
preceding 13 points.

As per comparison it is very clear that if the Management followed the Deming’s 14 p oints of Management, the 8 PITFALLS in
the quest for quality will be avoided.
 Q2. Make an internet study to find three other “National Quality Awards” similar to
the Malcolm Baldrige award. List their rating system for awarding points.

1. Philippine Quality Awards https://en.wikipedia.org/wiki/Philippine_Quality_Award

Criteria Points
45
Management
35
Planning
35
Customer Focus
35
Measurement and Data Management
35
Workforce Focus
35
Operations Focus
180
Business Results

2. Deming Prize – Japan https://www.juse.or.jp/deming_en/challenge/03.html

Evaluation Criteria (From FY 2018)

Passing
A. Establishment of business objectives and strategies and top management’s leadership Points
points

I Establishment of proactive customer-oriented business objectives and strategies

100 Above 70
II Role of top management and its fulfillment

Passing
B. S uitable utilization and implementation of TQM Points
points

III Suitable utilization and implementation of TQM for the realization of business objectives and
100
strategies

1. Organizational deployment of business objectives and strategies (15)

2. Creation of new values based on understanding of customer and social needs and innovation of
(15)
technology and business model

3. M anagement and improvement of quality of products and services and/or work process (15)
Above 70
4. Establishment and operation of cross-functional management systems such as quality, quantity,
(15)
delivery, cost, safety, environment, etc. across the supply chain

5. Collection and analysis of information and accumulation and utilization of knowledge (15)

6. Development and active utilization of human resource and organizational capability (15)

7. Initiatives for social responsibility of the organization (10)

Passing
C. Effects of TQM Points
points

IV Effects obtained regarding business objectives and strategies through utilization and
implementation of TQM 100 Above 70
V Outstanding TQM activities and acquisition of organizational capabilities
3. Golden Peacock National Quality Award – India
http://www.goldenpeacockawards.com/pdf/GPNQA.pdf