Anna University Question Papers and Answers

MG1401-TOTAL QUALITY MANAGEMENT VIII Semester Mechanical Engineering
(Common to all Branches)
Anna University Question Papers and Answers

&
2 marks Question and Answer
Prepared by
Dr. S.Sundaram
Professor / Mechanical
VIDYAA VIKAS COLLEGE OF ENGINEERING AND TECHNOLOGY TIRUCHENGODE 637 209

(Private Circulation Only)
S.Sundaram Professor / Mech
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ANNA UNVERSITY SYLLABUS MG1401-TOTAL QUALITY MANAGEMENT VIII Sem Civil Engineering
(Common to all Branches)
OBJECTIVE To understand the Total Quality Management concept and principles and the various tools available to achieve Total Quality Management. To understand the statistical approach for quality control. To create an awareness about the ISO and QS certification process and its need for the industries. Introduction 9 Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review, Principles of TQM, Leadership Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic Planning, Deming Philosophy, Barriers to TQM Implementation TQM Principles 9 Customer satisfaction Customer Perception of Quality, Customer Complaints, Service Quality, Customer Retention, Employee Involvement Motivation, Empowerment, Teams, Recognition and Reward, Performance Appraisal, Benefits, Continuous Process Improvement Juran Trilogy, PDSA Cycle, 5S, Kaizen, Supplier Partnership Partnering, sourcing, Supplier Selection, Supplier Rating, Relationship Development, Performance Measures Basic Concepts, Strategy, Performance Measure. Statistical Process Control (SPC) 9 The seven tools of quality, Statistical Fundamentals Measures of central Tendency and Dispersion, Population and Sample, Normal Curve, Control Charts for variables and attributes, Process capability, Concept of six sigma, New seven Management tools. TQM Tools 9
Benchmarking Reasons to Benchmark, Benchmarking Process, Quality Function Deployment (QFD) House of Quality, QFD Process, Benefits, Taguchi Quality Loss Function, Total Productive Maintenance (TPM) Concept, Improvement Needs, FMEA Stages of FMEA.
1.
2.
3.
4.
5. Quality Systems
Need for ISO 9000 and Other Quality Systems, ISO 9000:2000 Quality System Elements, Implementation of Quality System, Documentation, Quality Auditing, TS 16949, ISO 14000 Concept, Requirements and Benefits. Total: 45
TEXT BOOK 1. Dale H.Besterfiled, et al., Total Quality Management, Pearson Education, Inc. 2003. (Indian reprint 2004). ISBN 81-297-0260-6.
REFERENCES 1. James R.Evans & William M.Lidsay, The Management and Control of Quality, (5th Edition), South-Western (Thomson Learning), 2002 (ISBN 0-324-06680-5). Page 2 7/30/2013
2. 3. 4. 5.
Feigenbaum.A.V. Total Quality Management, McGraw Hill, 1991. Oakland.J.S. Total Quality Management, Butterworth Hcinemann Ltd., Oxford. 1989. Narayana V. and Sreenivasan, N.S. Quality Management Concepts and Tasks, New Age International 1996. Zeiri. Total Quality Management for Engineers, Wood Head Publishers, 1991.
Anna University Question Papers

B.E./B.Tech. Degree Examination, April / May 2005 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Part - A (10x2 = 20 marks) 1. Define quality cost. Mention four categories of quality cost. 2. Mention any four principles of TQM. 3. Name the 5s 4. Define Kaizen. 5. Mention the measures of central tendency and dispersion. 6. Name any four steps involved in six sigma. 7. Define bench marking. 8. What does FMEA stands for? 9. What is the equivalent Indian standard for ISO: 8402? 10. Define quality audit. Maximum : 100 Marks
PART B (5 x 16 = 80 marks)
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11. (i) A machine shop produces steel pins. The width of 100 pins was checked after machining and data was recorded as follows:
Width in mm 9.50 9.51 9.52 9.53 9.54 9.55 9.56 9.57 9.58 9.59 9.60 9.61 9.62 9.63 9.64 9.65 Frequency 6 2 20 32 22 8 6 4
(10)
(1) Find the arithmetic mean, standard deviation and variance (2) What percentage of the pins manufactured has width of 9.52 to 9.63? (ii) List the fourteen principles of Demings approach. 12. (a) (i) Briefly discuss on: (1) Customer Satisfaction. (2) Employee involvement (ii) Explain on PDSA cycle. (OR) (b) (i) Explain on Jurans ten steps to quality improvement. (ii) Explain continuous process improvement. 13 (a) (i) Explain concept of six sigma with an example. (10) (6) (6) (4) (4) (8) (6)
(ii) Assuming that the life in hours of an electric bulb is a random variable following normal distribution with mean of 2000 hrs and standard deviation of 400 hrs. Find the expected number of bulbs from a random sample of 2000 bulbs having life (1) more than 3000 hrs. (2) Between 2600 and 2800 hrs. (OR) (b) A certain product has been statistically controlled at a process average of 36.0 and a S.D of 1.00. The product is presently being soled to two users who have different specification requirements. User A has established a specification of 38.0 4.0 for the product, and user B has specification of 36.0 4.0. 1. Based on the present process set up, what percent of the product produced will not meet the specifications set up by user A? (4) 2. What percent of the product will not meet the specifications of user B? (3) (10)
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3. Assuming that the two users need are equal, a suggestion is made to shift the process target to 37.0. At this suggested value, what percent of the product will not meet the specifications of user A? specifications of user B? your answer. 14. (a) (i) Explain quality function deployment with suitable application. QFD Methodology (Constructing the House of Quality) (ii) What are the stages of FMEA? (OR) (b) Write short notes on: a. TPM b. Taguchi Loss function. c. Benchmarking. (5) (6) (5) (6) (3) (3) (3) (10) 4. At the suggested process target, what percent of the product will not meet the 5. Do you think that this shift to a process target of 37.0 would be desirable? Explain
15. (a) (i) Explain the steps followed to get ISO 9000 certification for an educational institute (ii) What are the elements of ISO 9000: 2000 quality systems? (OR) (b) (i) Define quality system and explain the evolution of ISO 9000. (ii) Explain ISO 14000 with an industrial application. (10) (6) (10) (6)
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B.E./B.Tech. Degree Examination, November / December 2005 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Maximum : 100 Marks Answer All the Questions Part - A (10x2 = 20 marks) 1. Define Quality 2. What are quality statements? 3. Explain Empowerment 4. What are 5S? 5. Differentiate between control charts for variables and attributes. 6. Define process capability. 7. What are the limitations of benchmarking? 8. What are the benefits of TPM? 9. What is ISO 9000: 2000? 10. Explain Quality auditing. PART B (5x16 = 80 marks) 11. (i) Explain ISO 14000. How does the conceptual approach to ISO 14001 differ from ISO 9001? Also explain the elements in ISO 9001, which are similar to ISO 14001? (8) (ii) Explain QS 9000 and differentiate between ISO 9000 and QS 9000. Also list the benefits that could be realized by implementing QS 9000. (8) 12. a) (i) Explain Quality Costs. (ii) What are the barriers for implementing TQM in an industry? Explain. (OR) b) Explain Demings 14 points on quality. 13. a) Explain Juans Quality trilogy in details. (OR) b) Explain the following with their advantages and Limitations: (i) (ii) Kaizen PDSA cycle Page 6 7/30/2013 (6) (5) (16) (16) (8) (8)
iii.
Performance appraisal
(5) (8) (8)
14. a) (i) Explain Cause and effect diagram with an example. (ii) Explain Affinity diagram and Tree diagram. (OR)
b) (i) Explain the concept of six sigma. Also compare process capability with six-sigma concept. (8) (8) (16) (OR) b) Write Short notes on: i. ii. Taguchis quality loss function FMEA. (8) (8) (ii) Explain briefly matrix data analysis and check sheet. its advantages and limitations?
15. a) Explain Quality Function Deployment (QFD) With a suitable example. What are

B.E./B.Tech. Degree Examination, May / June 2006 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Part - A (10x2 = 20 marks) 1. What do you mean by total cost of quality? 2. Name ant two popular awards for quality. 3. What is the use of performance appraisal? 4. What are the benefits of 5s? 5. Distinguish between defect and defective. 6. Define the term process capability. 7. What are the objectives of QFD? S.Sundaram Professor / Mech Page 7 7/30/2013 Maximum : 100 Marks
8. Why TPM is required? 9. What is the need for documentation? 10. What are the main elements of ISO 14000? Part B (5x16 = 80 marks) 11. Explain the fourteen steps of Demings philosophy for improving quality, productivity and competitiveness. 12. (a) (i) What are the customer perceptions of quality? Explain. [ii].Explain the service quality with its characteristics and expectations OR (b) (i) Explain the basic techniques used for measuring performance. (6) 13. (a) (i) Explain the tree diagram and arrow diagram (ii) Explain the stages of six sigma in process improvement OR (b) In the manufacture of connecting rod assembly, the numbers of defectives found in the inspection of 15 samples of 50 items in each sample are given in the following table. Sample No No. Of 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 (8) (8) (10) (ii) If the Deming wheel rotates, improvement is assured. Explain Deming wheel. (16) (8) (8)
8 7 5 4 8 7 9 21 12 10 9 8 16 15 17 Defective I. Determine the trail control limits, construct the np chart and state whether the process is in control. eliminating that point. 14. (a) Explain Quality Function Deployment (QFD) with a suitable example. OR (b) Write short notes on: I. Benchmarking process S.Sundaram Professor / Mech Page 8 7/30/2013 (8) (8) (8) (16) II. If any point goes outside the control limits, determine the revised control limits
II. FMEA
(8) (16) OR
15. (a) Explain the steps to be followed in implementing Quality System ISO 9001:2000
(b) What are the requirements of ISO 14000? Explain them briefly.
(16)
B.E. /B.Tech DEGREE EXAMINATION, NOVEMBER / DECEMBER 2006 Eighth Semester Civil Engineering (Common to all Branches) GE 406 TOTAL QUALITY MANAGEMENT Time: Three hours Answer ALL Questions PART A (10 x 2 = 20 marks) 1. What are the basic concepts required for TQM? 2. Why is it difficult to change organizational culture? 3. Write short notes on Maslows hierarchy of needs. 4. What are the required conditions to create empowered environment? 5. What is the structure of a control chart? 6. What are the control charts for attributes? 7. What are the reasons to benchmark? 8. When is quality function deployment (QFD) used? 9. What are the concepts of ISO 14000? 10. What is an environmental objective? 11. (a) (i) What should a leader know and understand in order to be effective? (ii) What are the duties of quality council? Explain in detail. S.Sundaram Professor / Mech Page 9 (6) (10) 7/30/2013 Maximum: 100 marks
Or (b) (i) What are the seven steps to strategic planning? (ii) How are the quality costs categorized? Explain in detail. 12. (a) (i) What are the important factors that influence purchases? (6) (10) (6)
(ii) How can the organizations use customer feed =back to their benefits? Give examples. Or (b) (i) What are the major benefits of 5S implementation? Explain how are they achieved? (ii) What are the principles of customer / supplier relations? 13. (a) (i) How is Pareto analysis done? Explain with example. (6) (10) (6) (10)
(ii) How is a cause and effect diagram constructed? Discuss in detail with a case study. Or (b) (i) Discuss the properties of normal curve. (6) (10)
(ii) Discuss the applications of new seven management tools with example. (10) 14. (a) (i) What are the steps that contain the core technique of benchmarking (ii) How is the house of quality constructed? Explain with example. Or (b) (i) What are the six Major loss areas need to be measured for implementing TPM? (6) (6) (10)
(ii) Explain the step-by-step procedure to perform design FMEA with computer mouse as an example. 15. (a) (i) What are the objectives of ISO 9000? Page 10 7/30/2013 (10) (6)
(ii) Discuss in detail the elements of ISO 9000. Or (b) (i) What is the registration process of ISO 9000/ what questions will the might ask? (ii) Explain in detail different types of quality audits.
(10)
auditors
(10)
Anna University Question paper Answers

B.E./B.Tech. Degree Examination, April / May 2005 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Part - A (10x2 = 20 marks) 1. Define quality cost. Mention four categories of quality cost. Quality costs It is defined as those costs associated with the non achievement of product / service quality as defined by the requirements established by the organization and its contracts with customers and society. Four categories of quality cost 1. Cost of prevention 2. Cost of appraisal 3. Cost of internal failures and 4. Cost of external failures. 2. Mention any four principles of TQM. Principles of TQM 1. Top management Commitment, 2. Focus on the customer, 3. Effective employee involvement 4. Continuous improvement 5. Treating suppliers as partners and 6. Establishing performance measures. 3. Name the 5s The 5s practice is a house keeping technique used to establish and maintain productive and quality environment in an organization. 5 s Stand for SEIRI SEITON SEISO SEIKETSU S.Sundaram Professor / Mech Page 11 7/30/2013 Maximum : 100 Marks
SHITSUKE 4. Define Kaizen. Kaizen is a Japanese word which means continuous improvement or improvement over improvement. It is the process of continuous improvements in small increments that make the process more efficient, effective, controllable and adequate. 5. Mention the measures of central tendency and dispersion. The measures of central tendency 1. Mean, 2. Median, 3. Mode The measures of dispersion 1. Range, 2. Mean deviation, and 3. Standard deviation.
6. Name any four steps involved in six sigma. Steps involved in six sigma 1. Define, 2. Measure, 3. Analysis, 4. Improve, and 5. Control 7. Define bench marking. Bench marking is the process of identifying, understanding, and adapting, outstanding practices and processes from organizations any where in the world to an organization to improve its performance 8. What does FMEA stands for? Failure Mode and Effect Analysis (FME), also known as risk analysis, is a preventive measure to systematically display the causes, effects and possible actions regarding observed failures. 9. What is the equivalent Indian standard for ISO: 8402? The equivalent Indian Standards for ISO: 8402 is IS: 13999. 10. Define quality audit. A quality system audit is defined as a systematic and independent examination to determine whether quality activities and related results comply with planned arrangement, whether these arrangements are implemented effectively and whether these are suitable to achieve objectives. PART B (5 x 16 = 80 marks) 11. (i) A machine shop produces steel pins. The width of 100 pins was checked after machining and data was recorded as follows: (10)
Width in mm 9.50 9.51 9.52 9.53 9.54 9.55 9.56 9.57 9.58 9.59 9.60 9.61 9.62 9.63 9.64 9.65 Frequency 6 2 20 32 22 8 6 4
a. Find the arithmetic mean, standard deviation and variance b. What percentage of the pins manufactured has width of 9.52 to 9.63? 2. To find the arithmetic mean, standard deviation and variance:
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For the given data, the calculations are tabulated as follows:

With in mm 9.50 9.51 9.52 9.53 9.54 9.55 9.56 9.57 9.58 9.59 9.60 9.61 9.62 9.63 9.64 9.65 Modified width range In mm 9.495 9.515 9.615 9.535 9.535 9.555 9.555 9.575 9.575 9.595 9.595 9.615 9.615 9.635 9.635 9.655 Mid Value (m) in mm 9.505 9.525 9.545 9.565 9.585 9.605 9.625 9.645 Frequency (f) 6 2 20 32 22 8 6 4 d= m 9.585 0.01 -8 -6 -4 -2 0 2 4 6
fd - 48 - 12 - 80 - 72 0 16 24 24
f(d)2 348 72 320 128 0 32 96 144 f(d)2 = 1176
= N = 100
fd ' = 148
We know that Arithmetic mean, X = A + Here A = 9.585:
fd '
N
xC
fd ' = 148 ; f
= N = 100 ;and
C = 0.01
Standard Deviation, = =
fd '2 fd ( ) 2 XC N N
= 0.0309 mm Ans Variance = 2 = (0.0309) 2 = 9.548 x10-4 mm2 Ans 2. To find percentage of the pins manufactured has width of 9.52 to 9.63 = p(9.52
x 9.63):
When x = 9.52, z = When x = 9.63, z = p(9.52
x X
x X
= =
9.52 9.5702 = - 1.624 0.0309 9.63 9.5702 = 1.935 0.0309
x 9.63) = p(-1.624 z 1.935) = p(-1.624 z 0) + p(0 z 1.935)

= -0.0521 + 0.9747 = 0.9226 = 92.26% Ans
(ii) List the fourteen principles of Demings approach. (6) 1. Create constancy of purpose toward improvement of product and service 2. Adopt the new philosophy 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on the basis of price tag. 5. Improve constancy and forever the system of production and service. 6. Institute training. 7. Institute leadership. 8. Drive out fear. 9. Break down barriers between departments. 10. Eliminate slogans, exhortations, and targets for the work force. 11. Eliminate work standards (quotas) on the factory floor. S.Sundaram Professor / Mech Page 13 7/30/2013
12. Remove barriers to pride of workmanship. 13. Institute a vigorous programme of education and self-improvement. 14. Accomplish the transformation. 12. (a) (i) Briefly discuss on: a. Customer Satisfaction. (4) An emphasized so far, in todays buyers markets the customer is the king. Even the definition of quality, quality is what customer wants, emphasizes on the customer requirements. In other words, quality is a measure of customer satisfaction. It is obvious that business cannot survive without satisfied customers. Therefore TQMs purpose is meeting or exceeding customer expectations, so that the customers are delighted. It is understood that the customer satisfaction must be the primary goal of any organization. Therefore it is essential that every employee in the organization understand the importance of the customer. b. Employee involvement (4) Employee involvement is the backbone of a TQM movement. An effective TQM effect requires the total involvement from every person at all levels in the organization. Some of the important aspects of employee involvement are: i. Employee motivation, ii. Employee empowerment, iii. Teams and Teamwork, iv. Recognition and reward schemes, and v. Performance appraisal. (ii) Explain on PDSA cycle. (8) PDSA cycle or DEMING WHEEL. The basic Plan Do Study Act. Walter A. Shewart originally developed the cycle. PDSA Stands for Plan, Do, Study, and Act. It is a model for testing ideas that you think may create improvement.
It is an extremely practical, common sense based approach that is easy to understand. It can be used to test ideas for improvement quickly and easily based on existing ideas, research, feedback, theory, review, audit, etc. It encourages starting with small changes, which can build into large improvements in the service through successive quick cycles of change. The fig illustrates the PDCA cycle. (OR) S.Sundaram Professor / Mech Page 14 7/30/2013
(b) (i) Explain on Jurans ten steps to quality improvement.
(10)
1. Build awareness of the need and opportunity for improvement 2. Se goals for improvement. 3. Organize to reach the goals. 4. Provide training 5. Carry out projects to solve problems. 6. Report progress 7. Give recognition. 8. Communicate results. 9. Keep score. 10. Maintain momentum by making annual improvement part of the regular systems and processes of the company. (ii) Explain continuous process improvement. (6) TQM has been defined as a philosophy based on quest for progress and continual improvement in the area of cost, reliability, quality, innovation, efficiency and business effectiveness. TQM is a continuous learning process, which never stops. It is a cycle, iterative, and never ending activity. Also, TQM has been described as an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization. The different continuous process improvement approaches are Juran trilogy, PDSA cycle, Kaizen and 5s concepts. 13 (a) (i) Explain concept of six sigma with an example. (6) Before studying the concept of six sigma, first let us re- introduce the concept of process capability ratio (Cp). Process capability ratio (Cp) =
Designwidth USL LSL = Pr ocesswidth UCL LCL
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USL Process Mean LSL USL = Upper Specification Limit LSL = Lower Specification Limit Fig.1 Different Cp values with different process spreads (s) (Assumption is that process is centered midway between the specification limits, i.e. there is no shift in process mean.) Process capability ratio measures how well the product requirements match with the process capabilities. The higher value of Cp, the better the match between product and process. Fig 1. Illustrates different cases of process variability as compared with design specifications. When there is shift in the process average by 1.5 (i.e., Changing the center line position), then the non conformity (i.e., defects) levels vary. To allow such shift, high values of Cp are needed.
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Fig .2 indicates the concept of six-sigma quality, which allows the mean to shift at most 1.5 from the signification mid point. The area under the shifted curves beyond the six sigma range is only 0.0000034, or 3.4 parts per million. Thats why the six sigma quality represents almost perfect quality ( or zero defects). (ii) Assuming that the life in hours of an electric bulb is a random variable following normal distribution with mean of 2000 hrs and standard deviation of 400 hrs. Find the expected number of bulbs from a random sample of 2000 bulbs having life (1) more than 3000 hrs. (3) Between 2600 and 2800 hrs. (10) Given data: X = 2000 hours; = 400 hours Solution : (1) To find p ( more than 3000 hours) = p ( x 3000 : When x = 3000, z =
x X
There fore p (x > 3000) = p (z >2.5) = 0.5 p (0<z < 2.5) = 0.5 0.4938 = 0.0062 (from Normal table) the number of bulbs expected to have life for more than 3000 hours = 2000x0.0062 = 12.4 13 bulbs (approx.) Ans (2) To find p (Between 2600 and 2800 hrs.) = p (2600 < x < 2800) When x = 2600, When x = 2160,
2600 2000 = 1.5 400 xX 2800 2000 = =2 z= 400
3000 2000 = 2.5 400
z=
xX
p (2600 < x < 2800) = p (1.5 < z < 2) = p (0 <z <2) p (0 < z < 1.5) = 0.977725 0.93319 = 0.044 the number of bulbs expected to have life between 2600 and 2800 hours = 2000 x 0.044 = 88.12 89 bulbs (approx.) Ans (OR) S.Sundaram Professor / Mech Page 17 7/30/2013
(b) A certain product has been statistically controlled at a process average of 36.0 and a S.D of 1.00. The product is presently being soled to two users who have different specification requirements. User A has established a specification of 38.0 4.0 for the product, and user B has specification of 36.0 4.0. i. Based on the present process set up, what percent of the product produced will not meet the specifications set up by user A? 4) ii. What percent of the product will not meet the specifications of user B? (3) iii. Assuming that the two users needs are equal, a suggestion is made to shift the process target to 37.0. At this suggested value, what percent of the product will not meet the specifications of user A? (3) iv. At the suggested process target, what percent of the product will not meet the specifications of user B? (3) v. Do you think that this shift to a process target of 37.0 would be desirable? Explain your answer. (3) Given Data: X = 36; = 1 1. % of the product that will not meet the specifications of user A: Given that, for customer A, specification Is 38 4.0 Upper specification Limit, USL = 38 + 4 = 42 Lower specification Limit LSL = 38 4 = 34 Then, Process capability = 6 = 6 x1 = 6 Process average = X = 36 Cp = Though Cp > 1, the process is not centered well. So there will be some defectives. The defectives will correspond to the area below the LSL of 44, as shown in fig.1 z=
34 36 = 2 1 USL LSL 42 34 = = 1.33 6 6
From normal Table 1, corresponding area = 0.0228 2.28% of the product will not meet the specifications. Ans 2. % of the product will not meet the specifications of user B Given that, for customer A, specification Is 36 4.0
Upper specification Limit, USL = 36 + 4 = 40 S.Sundaram Professor / Mech Page 18 7/30/2013
Lower specification Limit LSL = 36 4 = 32 Then, Process capability = 6 = 6 x1 = 6 Process average = X = 36 Cp = Though Cp > 1, the process is centered mid way as shown in Fig.2. There fore all products will meet the specification for the customer B 3. % of the product will not meet the specifications of user A When The defective products will correspond to the area below the LCL of 34, as shown in Fig.3. z=
34 37 = 3 1
X = 37
USL LSL 40 32 = = 1.33 6 6
For normal Table 1,corresponding area = 0.00135. Thus 0.135% of the products will not meet the Specifications. Ans 4. % of the product will not meet the specifications of user B When X =37 The defective products will correspond to the area below the LCL of 40, as shown in Fig.4. z=
40 37 =3 1
For normal Table 1,corresponding area = 0.99865. Therefore, the defective parts produced above the USL = (1 0.99865) = 0.00135 Thus 0.135% of the products will not meet the Specifications. Ans 5. When the process average is 36, total percentage defective = 2.28% + 0% = 2.28% When the process average is 37, total percentage defective = 0.135% +0.135% = 0.27% Since the total percent defective is low; the shift to a process average of 37 will be desirable. Ans 14. (a) (i) Explain quality function deployment with suitable application. (10) QFD Methodology (Constructing the House of Quality) Step 1. List customer Requirements (WHATs) Step 2. List technical Descriptors (HOWs). Step 3. Develop a Relationship Matrix between WHATs and HOWs Step 4. Develop an interrelationship matrix between HOWs Step 5. Competitive Assessment Step 6. Develop Prioritized customer Requirements Step 7. Develop prioritized Technical Descriptors (Explain all the Steps with Constructing The House of Quality)
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(ii) What are the stages of FMEA? (6) The FMEA methodology has four stages. They are: Stage 1. Specifying Possibilities 1. Functions 2. Possibilities of failure modes 3. Root causes 4. Effects 5. Detection / Preventions Stage 2. Quantifying Risk 2. Probability of cause 3. Severity of effect 4. Effectiveness of control to prevent cause 5. Risk priority number (RPN) Stage 3. Correcting High Risk Causes 1. Prioritizing work 2. Detailing Action 3. Assigning action Responsibility 4. Check points on Completion Stage 4. Re evaluation of Risk 1. Recalculation of risk priority number (OR) (b) Write short notes on: (i) TPM (5) Total Productivity Maintenance (TPM) is the systematic execution of maintenance by all employees through small group activities. TPM is a manufacturing led initiative that emphasizes the importance of people, a can do and continuous improvement philosophy. It also emphasizes the importance of production and maintenance staff working together. The dual goals of TPM are zero breakdowns and zero defects. TPM improves equipment efficiency rates and reduces cost. It also minimizes inventory costs associated with spare parts. The implementation of TQM can generate considerable cost savings through increased productivity of the machinery. Thus the TPM is concerned with the fundamental rethink of business processes to achieve improvements in cost, quality, speed, etc. (ii) Taguchi Loss function. (6) Taguchi defines quality as the loss imparted by the product to society from the time the product is shipped. This loss includes costs to operate, failure to function, maintenance and repair costs, customer dissatisfaction, injuries caused by poor design, and similar costs. Defective products/ parts that are detected, repaired, reworked, or scrapped before shipment are not considered part of this loss. The essence of the loss function concept is that whenever a product deviates from its target performance, it generates a loss to society. This loss is minimum when performance is right on target, but it grows gradually as one deviates from the target.
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Therefore the loss function philosophy says that for a manufacturer, the best strategy is to produce products as close to the target as possible, rather than aiming at being within specification. (iii) Benchmarking. (5) American Productivity and Quality center has defined the Benchmarking as the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to an organization to improve its performance. David Kearns defines benchmarking as the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders. Those define benchmarking as the systematic comparison of elements of performance of an organization against those of other organizations, usually with the aim of mutual improvement. Benchmarking Concept: The concept of benchmarking is illustrated in the following figure.
15. (a) (i) Explain the steps followed to get ISO 9000 certification for an educational institute. (10) Implementation of quality systems of ISO 9000 is any organization generally requires the following steps. Step 1. Top management Commitment Step 2. Appointment the Management Representative Step 3. Awareness Step 4. Appoint an Implementation Team Step 5. Training Step 6. Time Schedule Step 7. Select Element Owners S.Sundaram Professor / Mech Page 21 7/30/2013
Step 8. Review the Present Systems Step 9. Write the Documents Step 10. Install the New Systems Step 11. Internal Audit Step 12. Management Review Step 13. Preassessment Step 14. Registration Step 15. Award of ISO 9000 certificate (ii) What are the elements of ISO 9000: 2000 quality systems? (6) 1. Management Responsibility 11. Inspection, Measuring and Test 2. Quality system Equipment (IMTE) 3. Contract Review 12. Inspection and Test Status 4. Design Control 13. Control of Non Conforming 5. Document Control Products 6. Purchasing 14. Corrective and Preventive 7. Purchaser Supplied Product Action (Control of Customer 15. Handling, Storage, Packaging, Supplied Products) Preservation and Delivery 8. Product identification and 16. Control of Quality Records Tractability 17. Internal Quality Audit 9. Process Control 18. Training 10. Inspection and Testing 19. Servicing 20. Statistical Techniques. (OR) (b) (i) Define quality system and explain the evolution of ISO 9000. (10) International Organization for Standardization (ISO) defined the term quality systems as follows: The quality systems are the organizational structures, responsibilities, procedures, processes and resources for implementing quality management. Evaluation Of ISO 9000 The vast majority of ISO standards are highly specific to a particular product, material, or process. ISO 9000 has become an international reference for quality management requirements in business to business dealings. The ISO 9000 family is primarily concerned with quality management. This means what the organization does to fulfill: The customer quality requirements, and Applicable regulatory requirements, while aiming to Enhance customer satisfaction, and Achieve continual improvement of its performance in pursuit of these objectives. ISO 9000 concern the way an organization goes about its work, and not directly the result of this work
(ii) Explain ISO 14000 with an industrial application. S.Sundaram Professor / Mech Page 22 7/30/2013
(6)
ISO 14000 series of standards can be applicable to all types and sizes of organizations and to accommodate diverse geographical, cultural, and social conditions. The basic approach to Environmental Management system (EMS) is depicted in the Fig. EMS approach is based on PDCA (Plan, Do, Check and Act) cycle. The EMS model consists of the following five stages: 1. Environmental policy 2. Planning 3. Implementation and operation 4. Checking and corrective action, and 5. Management review. Briefly explain these above said Stages

B.E./B.Tech. Degree Examination, November / December 2005 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Answer All the Questions Part - A (10x2 = 20 marks) 1. Define Quality S.Sundaram Professor / Mech Page 23 7/30/2013 Maximum : 100 Marks
Quality is the totally of characteristics of an entity that bear on its ability to satisfy stated and implied needs. 2. What are quality statements? (2) Vision statement It is a short declaration of what an organization aspires to be tomorrow. (3) Mission statement It is a broad organizational goal, based on planning premises, which justifies an organizations existence. (4) Quality policy statement It is a guide for everyone in the organization as to how they should provide products and service to the customers. 3. Explain Empowerment It is an environment in which people have the ability, the confidence, and the commitment to take responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer requirements within well defined boundaries in order to achieve organizational values and goals. 4. What are 5S? The 5s practice is a house keeping technique used to establish and maintain productive and quality environment in an organization. 5 s Stand for 3. SEIRI 4. SEITON 5. SEISO 6. SEIKETSU 7. SHITSUKE 5. Differentiate between control charts for variables and attributes. VARIABLE CONTROL CHART ATTRIBUTE CONTROL CHART The variables are varying Attributes data are called continuously. measured data. The values we get from a The attributes data are counting measurement usually occur on data i.e. Number of parts/ a continuous scale and are products etc. called variable data. Ex. The data are hole member. Voltage, Current, Mass, Speed etc. 6. Define process capability. This is estimated from the data collected on a process under statistical control i.e. a situation wherein only chance causes variation is present. Various methods of estimating process capability are literature. Cp = Where, Upper Specification Limit (USL) U Lower Specification Limit (USL) L Or Process capability may be defined as the minimum spread of a specific measurement variation which will include 99.7% of the measurements from the given process. S.Sundaram Professor / Mech Page 24 7/30/2013
U L 6
In other words, Process Capability = 6 . Science 99.7% area in the normal curve is between 3 to + 3 , therefore process capability is equal to 6 . Process Capability = 6 , is also called as natural tolerance. 7. What are the limitations of benchmarking? Benchmarking is based on learning from others, rather than developing new and improved approaches. Science the process being studied is there for all to see, therefore a firm will find that benchmarking cannot give them a sustained competitive advantage. Although helpful, benchmarking should never be the primary strategy for improvement. If all the industries employ the benchmarking approach, it will lead to stagnation of ideas, strategies, best industry practices etc. So benchmarking should not be a substitute for innovation. It must be a mere improvement tool. 8. What are the benefits of TPM? Increased equipment productivity Improved equipment reliability Reduced equipment downtime Increased plant capacity Extended machine line Lower maintenance and production costs Approaching zero equipment caused defects Improved team work between operators and maintenance people Enhanced job satisfaction Improved return on investment Improved safety 9. What is ISO 9000: 2000? ISO 9000:2000 Quality Management Systems (QMS) fundamentals and vocabulary discusses the fundamental concepts related to the QMS and provides the terminology for QMS.. 10. Explain Quality auditing. A quality system audit is defined as a systematic and independent examinations to determine whether quality activities and related results comply with planned arrangement, whether these arrangements arte implemented effectively and whether these are suitable to achieve objectives. PART B (5x16 = 80 marks) 11. (i) Explain ISO 14000. How does the conceptual approach to ISO 14001 differ from ISO 9001? Also explain the elements in ISO 9001, which are similar to ISO 14001? (8) ISO 14000 standards are designed to cover Environmental management systems Environmental auditing S.Sundaram Professor / Mech Page 25 7/30/2013
Environmental Performance evaluation Life Cycle assessment, and Environmental aspects in product standards. ISO 9001 is Models for quality Assurance in Design, Development, Production, Installation and Servicing ISO 14001 is gives the elements that organizations are required to conform to get registration certificate. Elements of ISO 9001 Scope Normative reference Terms and Definitions Quality Management Systems Management Responsibilities Resource Management Product realization Measurement analysis and improvement Elements of ISO 14001 General requirements Environmental policy Planning Implementation and operation Checking and corrective action Management review In total there are 18 requirements (In the six parts stated)
(ii) Explain QS 9000 and differentiate between ISO 9000 and QS 9000. Also list the benefits that could be realized by implementing QS 9000. (8) QS 9000 is a set of quality system requirements to help automotive suppliers to ensure that they are meeting / exceeding customer requirements. It is an extension of ISO 9000 System ISO 9000 QS 9000 It can be used any industry It has been developed specifically for automotive industry ISO 9000 as its basic framework and QS 9000 quality system requirement is thereafter has been modified for a quality assurance programme for meeting specific needs. suppliers Moreover, the certification also Qs 9000 quality system helps product includes compliances to the or service distribution in national and requirements of ISO9000 international markets as the certification demonstrates a commitment to the same quality assurance programme by the big three and major automakers. Benefits of QS9000 Qs 9000 can be applied to all internal and external suppliers of: o Production materials o Production or service parts and o Heat treating, painting, plating or finishing services. 12. a) (i) Explain Quality Costs. (8) Quality costs It is defined as those costs associated with the non achievement of product / service quality as defined by the requirements established by the organization and its contracts with customers and society. S.Sundaram Professor / Mech Page 26 7/30/2013
Four categories of quality cost (2) Cost of prevention 2. Cost of appraisal 3. Cost of internal failures and 4.Cost of external failures. (ii) What are the barriers for implementing TQM in an industry? Explain. (8) 1. Lack of management commitment 2. Lack of employees commitment 3. Lack of effective communication 4. Lack of continuous training and education(Give brief notes the above said points) (OR) b) Explain Demings 14 points on quality. (16) 1. Create constancy of purpose toward improvement of product and service 2. Adopt the new philosophy 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on the basis of price tag. 5. Improve constancy and forever the system of production and service. 6. Institute training. 7. Institute leadership. 8. Drive out fear. 9. Break down barriers between departments. 10. Eliminate slogans, exhortations, and targets for the work force. 11. Eliminate work standards (quotas) on the factory floor. 12. Remove barriers to pride of workmanship. 13. Institute a vigorous programme of education and self-improvement. 14. Accomplish the transformation. (Give brief notes the above said points) 13. a) Explain Juans Quality trilogy in details. (16) 1. Build awareness of the need and opportunity for improvement 2. Se goals for improvement. 3. Organize to reach the goals. 4. Provide training 5. Carry out projects to solve problems. 6. Report progress 7. Give recognition. 8. Communicate results. 9. Keep score. 10. Maintain momentum by making annual improvement part of the regular systems and processes of the company. Fig. Depicts The Juran trilogy diagram. It describes the way in which Jurans trilogy is designed to reduce the cost of quality over time.
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In fig, Juran has made clear distinction between sporadic waste and chronic waste. The sporadic waste can be identified and corrected through quality control; whereas the chronic waste requires an improvement process. It is also clear that Jurans trilogy is a cyclic and ever ending continuous process improvement approach. Summary of Jurans Quality Trilogy. 1. Quality Planning Identify the customers Determine the customer needs Develop product features Establish quality goods Develop a process Prove process capability 2. Quality Control Choose control subjects (what to control?) Choose Units of measurement Establish standards of performance Measure actual performance Interpret the difference (actual vs. standard) Take action on the difference. 3. Quality Improvement Prove need for improvement Identify specific projects for improvement Organize to guide the projects Organize for diagnosis for discovery of causes Diagnose to find the causes Provide remedies Prove that remedies are effective under the operating conditions S.Sundaram Professor / Mech Page 28 7/30/2013
Provide for control to hold gains. (OR) b) Explain the following with their advantages and Limitations: (i) Kaizen (6) Kaizen improvement focuses on the use Limitations of (Advantages) 1. Value added and non value added work activities 2. Muda, this term refers to wastage and there are seven classes of waste which are a. Over production, b. Delay, c. Transportation, d. Inventory, e. Defective parts, f. Wasted motion, and g. processing. 3. Principle of material handling and use of one piece flow. 4. Principles of motion study and use of cell technology 5. Documentation of standard operating procedures. 6. The 5S for workplace organization, which are five Japanese words that mean Proper arrangement (SEIRI), Orderliness (SEITON), Personal Cleanliness (SEISO), Standardization (SEIKETSU) and Discipline (SHITSUKE). 7. Visual Management by means of visual displays that everyone in the plant can use for better communication. 8. Just in Time principles to produce only the units in the right quantities, at the right time, and with the right resources. 9. Poka Yoka to prevent or detect errors. 10. Team dynamics, which include problem solving, communication skills and conflict resolution. (ii) PDSA cycle (5) The benefits of the PDSA Cycle can be experienced in the following areas: Daily routine management for the individual and / or the team. Problem solving process. Project management. Continuous development. Vendor development. Human resource development. New product development Process trails The main Strengths are: 1. PDSA Cycles makes a notable prioritation that management comes before technology 2. Leadership and motivation of employees are recognized as important. 3. The work was strong on statistical and quantitative methods. The main weaknesses are: There is no clear Deming method to achieve total quality. The principles and methods have nothing to say about intervention in situations that are political and coercive in nature.
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iii.Performance appraisal (5) It provides useful feedback to the employee, supervisor and personnel specialists and allows them to take corrective measures to improve performance further. It helps in determining the pay adjustments, increments and bonuses as it rates the merit of the employee. It provides basis for employee promotion, transfer of demotion. It helps in determining individual training and developmental needs and in designing training programmes accordingly. It helps the employee to plan their career. It helps in evaluating the staffing or personnel department procedures and provides feedback on their strengths and weaknesses. It may provide information on some external factors such as family circumstances, health, financial or personal matters that may be affecting the performance. It puts a sort of pressure on people for better performance. It makes him realize that he is being continuously observed and his improvements are being noted. 14. a) (i) Explain Cause and effect diagram with an example. (8) The cause and effect (CE) diagram is a graphical tabular chart to list and analysis the potential cause of given problem. The cause and effect diagram is also called the fishbone diagram because of its appearance and the Ishikawa diagram after the man who developed it in 1943. The fig illustrates the basic structure of a cause and effect diagram.
Root Cause
The cause & effect diagram is the brainchild of Kaoru Ishikawa, who pioneered quality management processes in the Kawasaki shipyards, and in the process, became one of the founding fathers of modern management. Other names for the diagram: Ishikawa, fishbone and root cause. S.Sundaram Professor / Mech Page 30 7/30/2013
A CAUSE AND EFFECT DIAGRAM IS USED FOR:

Need to study a problem/issue to determine the root cause? Want to study all the possible reasons why a process is beginning to have difficulties, problems, or breakdowns? Need to identify areas for data collection? Want to study why a process is not performing properly or producing the desired results?
STEPS IN CONSTRUCTING A CAUSE AND EFFECT DIAGRAM: Prepare a flip chart or an overhead transparency of the following template:
1. Write the issue (problem or process condition) on the right side of the Cause and Effect Diagram. 2. Identify the major cause categories and write them in the four boxes on the Cause and Effect Diagram. You may summarize causes under categories such as: -Methods, Machines, Materials, People -Places, Procedures, People, Policies, -Surroundings, Suppliers, System, Skills 3. Brainstorm potential causes of the problem. As possible causes are provided, decide as a group where to place them on the Cause and Effect Diagram. It is acceptable to list a possible cause under more than one major cause category. 4. Review each major cause category. Circle the most likely causes on the diagram. 5. Review the causes that are circled and ask, "Why is this a cause?" Asking "why" will help get to the root cause of the problem. 6. Reach an agreement on the most probable cause(s).
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(ii) Explain Affinity diagram and Tree diagram. Affinity diagram
(8)
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Definition: A group decision-making technique designed to sort a large number of ideas, process variables, concepts, and opinions into naturally related groups. These groups are connected by a simple concept. Purpose: To sort a list of ideas into groups. Guidelines: Insure ideas are described with phrases or sentences. Minimize the discussion while sorting -- discuss while developing the header cards. Aim for 5-10 groups. If one group is much larger than others, consider splitting it. How to Conduct an Affinity Sort: 1. 2. 3. 4. Conduct a brainstorming session on the topic under investigation. Clarify the list of ideas. Record them on small cards or Post-It notes. Randomly lay out cards on a table, flipchart, wall, etc. Without speaking, sort the cards into "similar" groups based on your gut reaction. If you don't like the placement of a particular card, move it. Continue until consensus is reached. 5. Create header cards consisting of a concise 3-5 word description; the unifying concept for the group. Place header card at top of each group. 6. Discuss the groupings and try to understand how the groups relate to each other. Tips: Inquire whether ideas are adequately clarified. Use only 3-5 words in the phrase on the header card to describe the group. If possible, have groupings reviewed by non-team personnel. While sorting, physically get up and gather around the area where the cards are placed. Team members will ultimately reach agreement on placement, if for no other reason than exhaustion. Sorting should not start until all team members are ready. If an idea fits in more than one category or group, and consensus about placement cannot be reached, make a second card and place it in both groups.
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Tree Diagram Also called: systematic diagram, tree analysis, analytical tree, and hierarchy diagram Description The tree diagram starts with one item that branches into two or more, each of which branch into two or more, and so on. It looks like a tree, with trunk and multiple branches.
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It is used to break down broad categories into finer and finer levels of detail. Developing the tree diagram helps you move your thinking step by step from generalities to specifics. When to Use

When an issue is known or being addressed in broad generalities and you must move to specific details, such as when developing logical steps to achieve an objective. When developing actions to carry out a solution or other plan. When analyzing processes in detail. When probing for the root cause of a problem. When evaluating implementation issues for several potential solutions. After an affinity diagram or relations diagram has uncovered key issues. As a communication tool, to explain details to others.
Procedure 1. Develop a statement of the goal, project, plan, problem or whatever is being studied. Write it at the top (for a vertical tree) or far left (for a horizontal tree) of your work surface. 2. Ask a question that will lead you to the next level of detail. For example: 1. For a goal, action plan or work breakdown structure: What tasks must be done to accomplish this? or How can this be accomplished? 2. For root-cause analysis: What causes this? or Why does this happen? 3. For go into chart: What are the components? (Go into literally comes from the phrase What goes into it? Brainstorm all possible answers. If an affinity diagram or relationship diagram has been done previously, ideas may be taken from there. Write each idea in a line below (for a vertical tree) or to the right of (for a horizontal tree) the first statement. Show links between the tiers with arrows. 4. Do a necessary and sufficient check. Are all the items at this level necessary for the one on the level above? If all the items at this level were present or accomplished, would they be sufficient for the one on the level above? 5. Each of the new idea statements now becomes the subject: a goal, objective or problem statement. For each one, ask the question again to uncover the next level of detail. Create another tier of statements and show the relationships to the previous tier of ideas with arrows. Do a necessary and sufficient check for each set of items. 6. Continue to turn each new idea into a subject statement and ask the question. Do not stop until you reach fundamental elements: specific actions that can be carried out, components that are not divisible, root causes. 7. Do a necessary and sufficient check of the entire diagram. Are all the items necessary for the objective? If all the items were present or accomplished, would they be sufficient for the objective?
Example S.Sundaram Professor / Mech Page 35 7/30/2013
The Pearl River, NY School District, a 2001 recipient of the Malcolm Baldrige National Quality Award, uses a tree diagram to communicate how district-wide goals are translated into sub-goals and individual projects. They call this connected approach The Golden Thread. The district has three fundamental goals. The first, to improve academic performance, is partly shown in the figure below. District leaders have identified two strategic objectives that, when accomplished, will lead to improved academic performance: academic achievement and college admissions.
Tree diagram example
Lag indicators are long-term and results-oriented. The lag indicator for academic achievement is Regents diploma rate: the percent of students receiving a state diploma by passing eight Regents exams. Lead indicators are short-term and process-oriented. Starting in 2000, the lead indicator for the Regents diploma rate was performance on new fourth and eighth grade state tests. Finally, annual projects are defined, based on cause-and-effect analysis that will improve performance. In 20002001, four projects were accomplished to improve academic achievement. Thus this tree diagram is an interlocking series of goals and indicators, tracing the causes of systemwide academic performance first through high school diploma rates, then through lower grade performance, and back to specific improvement projects.
(OR) S.Sundaram Professor / Mech Page 36 7/30/2013
b) (i) Explain the concept of six sigma. Also compare process capability with six-sigma concept. (8) Before studying the concept of six sigma, first let us re- introduce the concept of process capability ratio (Cp). Process capability ratio (Cp) =
Designwidth USL LSL = Pr ocesswidth UCL LCL
USL Process Mean LSL USL = Upper Specification Limit LSL = Lower Specification Limit Fig.1 Different Cp values with different process spreads (s) (Assumption is that process is centered midway between the specification limits, i.e. there is no shift in process mean.) Process capability ratio measures how well the product requirements match with the process capabilities. The higher value of C p, the better the match between product and process. Fig 1. Illustrates different cases of process variability as compared with design specifications. When there is shift in the process average by 1.5 (i.e., Changing the center line position), then the non conformity (i.e., defects) levels vary. To allow such shift, high values of Cp are needed.
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Fig .2 indicates the concept of six-sigma quality, which allows the mean to shift at most 1.5 from the signification mid point. The area under the shifted curves beyond the six sigma range is only 0.0000034, or 3.4 parts per million. Thats why the six sigma quality represents almost perfect quality (or zero defects). (ii) Explain briefly matrix data analysis and check sheet. (8) When comparing a large set of items, the complexity of the situation can make it difficult to determine how different factors relate to one another. In particular, it can be useful to find groups of items that behave in similar ways. For example, a washing powder may have different efficiencies at achieving 'softness' and 'stain removal' in garments made of acrylic, polyester, wool and various fiber mixtures. If similar affects are found in a group of fibers, then changing the powder ingredients may affect the whole group in a similar way. The Matrix Data Analysis Chart (or MDAC) helps classify items by identifying two major characteristics common to all items and then plotting each item as a point on a standard x-y chart. This makes it easier to see how the individual items relate both to the characteristics and to one another, thus:
Fig. 1. MDAC plot
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Identifying the best characteristics to measure is an important task, as different sets of measurements can give very different charts. It would be useful to be able to compare many characteristics together, such as the density, color, texture, strength, etc. of cement mixtures, but we are constrained by the two dimensions available on paper. There are mathematical methods for combining multiple factors, but these are beyond the scope of this book. A key interpretation point about an MDAC is to consider how points on the chart group together or form into clusters (this may be contrasted with the Scatter Diagram, which looks for linear trends). This interpretation is helped by highlighting significant groups of points with linear links, as in Fig. 2.
Fig. 2. Clustering Typical items of interest on an MDAC include:

The behavior of logical groups of items, which might be expected to form close clusters. For example, in a washing powder test, logical groups might be woolen items, acrylics and mixtures. Actual clustering on the chart that might highlight divergence from expected behavior, and prompt new actions. For example, investigation of an unexpected cluster of different fiber types might show that they come from one manufacturer who has developed processes to give different fibers with similar specifications.
Check Sheet Also called: defect concentration diagram Description A check sheet is a structured, prepared form for collecting and analyzing data. This is a generic tool that can be adapted for a wide variety of purposes. S.Sundaram Professor / Mech Page 39 7/30/2013
When to Use

When data can be observed and collected repeatedly by the same person or at the same location. When collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, etc. When collecting data from a production process.
Procedure 1. Decide what event or problem will be observed. Develop operational definitions. 2. Decide when data will be collected and for how long. 3. Design the form. Set it up so that data can be recorded simply by making check marks or Xs or similar symbols and so that data do not have to be recopied for analysis. 4. Label all spaces on the form. 5. Test the check sheet for a short trial period to be sure it collects the appropriate data and is easy to use. 6. Each time the targeted event or problem occurs, record data on the check sheet. Example The figure below shows a check sheet used to collect data on telephone interruptions. The tick marks were added as data was collected over several weeks.
15. a) Explain Quality Function Deployment (QFD) With a suitable example. What are its advantages and limitations? (16) QFD may be defined as a system for translating customer requirements into appropriate requirement at every stage, from research through product design and development, to manufacture, distribution, installation and marketing, sales and service. The first application of QFD was at Mitsubishi, Heavy industries Ltd, in the Kobe Shipyard, Japan, in 1972. QFD focuses on the voice of Customer it is some time called as Customer driven engineering
Why is it important? It is very powerful as it incorporates the voice of the customer in the designs - hence it is likely that the final product will be better designed to satisfy the customer's needs. Moreover, it provides an insight into the whole design and manufacturing operation (from concept to manufacture) and it can dramatically improve the efficiency, as production problems are resolved early in the design phase.
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While the Quality Function Deployment matrices are a good communication tool at each step in the process, the matrices are the means and not the end. The real value is in the process of communicating and decision-making with QFD. QFD is oriented toward involving a team of people representing the various functional departments that have involvement in product development: Marketing, Design Engineering, Quality Assurance, Manufacturing/ Manufacturing Engineering, Test Engineering, Finance, Product Support, etc. QFD METHODOLOGY FLOW The basic Quality Function Deployment methodology involves four basic phases that occur over the course of the product development process. During each phase one or more matrices are prepared to help plan and communicate critical product and process planning and design information. This QFD methodology flow is represented below.
PRODUCT PLANNING USING QFD Once customer needs are identified, preparation of the product planning matrix or "house of quality" can begin. The sequence of preparing the product-planning matrix is as follows: S.Sundaram Professor / Mech Page 41 7/30/2013
1. Customer needs or requirements are stated on the left side of the matrix as shown below. These are organized by category based on the affinity diagrams. Insure the customer needs or requirements reflect the desired market segment(s). Address the unspoken needs (assumed and excitement capabilities). If the number of needs or requirements exceeds twenty to thirty items, decompose the matrix into smaller modules or subsystems to reduce the number of requirements in a matrix. For each need or requirement, state the customer priorities using a 1 to 5 rating. Use ranking techniques and paired comparisons to develop priorities.
2. Evaluate prior generation products against competitive products. Use surveys, customer meetings or focus groups/clinics to obtain feedback. Include competitor's customers to get a balanced perspective. Identify price points and market segments for products under evaluation. Identify warranty, service, reliability, and customer complaint problems to identify areas of improvement. Based on this, develop a product strategy. Consider the current strengths and weaknesses relative to the competition? How do these strengths and weaknesses compare to the customer priorities? Where does the gap need to be closed and how can this be done - copying the competition or using a new approach or technology? Identify opportunities for breakthrough's to exceed competitor's capabilities, areas for improvement to equal competitors capabilities, and areas where no improvement will be made. This strategy is important to focus development efforts where they will have the greatest payoff. 3. Establish product requirements or technical characteristics to respond to customer requirements and organize into related categories. Characteristics should be meaningful, measurable, and global. Characteristics should be stated in a way to avoid implying a particular technical solution so as not to constrain designers. 4. Develop relationships between customer requirements and product requirements or technical characteristics. Use symbols for strong, medium and weak relationships. Be sparing with the strong relationship symbol. Have all customer needs or requirement been addressed? Are there product requirements or technical characteristics stated that don't relate to customer needs? S.Sundaram Professor / Mech Page 42 7/30/2013
5. Develop a technical evaluation of prior generation products and competitive products. Get access to competitive products to perform product or technical benchmarking. Perform this evaluation based on the defined product requirements or technical characteristics. Obtain other relevant data such as warranty or service repair occurrences and costs and consider this data in the technical evaluation. 6. Develop preliminary target values for product requirements or technical characteristics. 7. Determine potential positive and negative interactions between product requirements or technical characteristics using symbols for strong or medium, positive or negative relationships. Too many positive interactions suggest potential redundancy in "the critical few" product requirements or technical characteristics. Focus on negative interactions - consider product concepts or technology to overcome these potential tradeoffs or consider the tradeoffs in establishing target values. 8. Calculate importance ratings. Assign a weighting factor to relationship symbols (9-31, 4-2-1, or 5-3-1). Multiply the customer importance rating by the weighting factor in each box of the matrix and add the resulting products in each column. 9. Develop a difficulty rating (1 to 5 point scale, five being very difficult and risky) for each product requirement or technical characteristic. Consider technology maturity, personnel technical qualifications, business risk, manufacturing capability, supplier/subcontractor capability, cost, and schedule. Avoid too many difficult/high risk items as this will likely delay development and exceed budgets. Assess whether the difficult items can be accomplished within the project budget and schedule. 10. Analyze the matrix and finalize the product development strategy and product plans. Determine required actions and areas of focus. Finalize target values. Are target values properly set to reflect appropriate tradeoff's? Do target values need to be adjusted considering the difficulty rating? Are they realistic with respect to the price points, available technology, and the difficulty rating? Are they reasonable with respect to the importance ratings? Determine items for further QFD deployment. To maintain focus on "the critical few", less significant items may be ignored with the subsequent QFD matrices. Maintain the product-planning matrix as customer requirements or conditions change. One of the guidelines for successful QFD matrices is to keep the amount of information in each matrix at a manageable level. With a more complex product, if one hundred potential needs or requirements were identified, and these were translated into an equal or even greater number of product requirements or technical characteristics, there would be more than 10,000 potential relationships to plan and manage. This becomes an impossible number to comprehend and manage. It is suggested that an individual matrix not address more than twenty or thirty items on each dimension of the matrix. Therefore, a larger, more complex product should have its customers needs decomposed into hierarchical levels. To summarize the initial process, a product plan is developed based on initial market research or requirements definition. If necessary, feasibility studies or research and development are undertaken to determine the feasibility of the product concept. Product requirements or technical characteristics are defined through the matrix, a business justification is prepared and approved, and product design then commences Advantages and limitations: Promotes better understanding of customer demands; Improve customer satisfaction; S.Sundaram Professor / Mech Page 43
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Promotes team works; Facilities better understanding of design interactions; Involves manufacturing in the design process Breaks down barriers between functions and departments; Concentrates on design effort; Minimizes the number of later engineering changes; Introduces new design to the market faster; Provides better documentation of the design and development process, and Reduces the overall costs of design and manufacture. (OR) b) Write Short notes on: 1. Taguchis quality loss function (8)
Defined
Economical and societal penalties incurred as a result of purchasing a nonconforming product. a. Determining Quality Loss Function i. Specifications are set ii. Specify a target with minimal variation iii. Increase in variation cause loss to society Set Specifications Loss to society Product rejection Product rework Pollution Specify a target with minimal variation
Specify a target with minimal variation Disagreements with standard quality
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Specify a target with minimal variation Quadratic Loss Function
Specify a target with minimal variation
Quality Loss Function

Economical and societal penalties due to a purchase of a nonconforming product. QLF computation: K = C/T L = K*V ($/unit) K = constant L = penalty incurred by the customer C = unit repair cost V = the mean standard deviation T = tolerance interval Practice Exercise Annas Bakery had incurred a maintenance cost of $600 on one of their bake ovens that bakes one of their specialty chocolate cakes. What is the QLF for losses incurred as a result of deviation from a target setting where a tolerance of 6 +/- .8mm is required and the mean squared deviation from the target is (1/6)? Solution
K=C/T = $600/. 8 = 937.5 L=K*V = $937*(1/6) = $26.04/unit Why use Taguichis Quality Loss Function? 1. To find out how much loss is brought to Society due to a purchase of a nonconforming product. 2. To implement a product design improvement. How can we use Taguchis Quality Loss Function in real life? Lets assume that you are an Operations Manager at a company that produces custom made doors and door frames. During the winter, due to cold weather, doors tend to shrink which lets in cold air through the cracks between the door and the doorframe. During the summer doors tend to expand beyond its normal size due to hot weather, which makes to door hard to open because it rubs against the doorframe. Your job is to produce a door, where S.Sundaram Professor / Mech Page 45 7/30/2013
dimensions (length and width of the door) are set to a specific target level. In other words in the winter the door cannot let any cold air in the house and it should open properly in the summer. Success Stories AT&T Bell Laboratories (Computer Response-Time Optimization). Chrysler Motors Engineering (Sheet-Molded Compound Process Improvement) Finished products improved from 77% to 96%. Scrap was reduced from 16% to 1.7%.
How can we use Taguchis Quality Loss Function in real life?
Summary
Japanese thoughts and traditions influenced Taguchi's methods.

Taguchi Methods is a system of cost-driven quality engineering. Emphasizes the effective application of engineering strategies. Companies design and produce low-cost, highly reliable quality products and processes. Cuts research, development, and delivery time. Allows engineers to develop flexible technology for the design and production Quality Loss Function supports Dr. Taguchis method. Determine and compare different costs. Specify changes to implement a product design improvement (ii) FMEA. The FMEA methodology has four stages. They are: Stage 1. Specifying Possibilities Functions Possibilities of failure modes Root causes Effects Detection / Preventions Stage 2. Quantifying Risk Probability of cause S.Sundaram Professor / Mech Page 46 (8)
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Severity of effect Effectiveness of control to prevent cause Risk priority number (RPN) Stage 3. Correcting High Risk Causes Prioritizing work Detailing Action Assigning action Responsibility Check points on Completion Stage 4. Re evaluation of Risk 4. Recalculation of risk priority number

B.E./B.Tech. Degree Examination, May / June 2006 Eighth Semester GE 406 TOTAL QUALITY MANAGEMENT (Common to all Branches) Time : Three hours Maximum : 100 Marks Part - A (10x2 = 20 marks) 1. What do you mean by total cost of quality? Total cost of quality is the sum of prevention, appraisal, internal and external failure costs. 2. Name ant two popular awards for quality. 5. Malcom Baldrige National Quality Award 6. Deming Award 3. What is the use of performance appraisal? a. To provide feedback to employees for recognition b. To identify people for promotion c. To determine salary increases 4. What are the benefits of 5s? a. Work place become clean and organized b. Shop floor and office operations become easier and safer c. People become disciplined d. Contributes to productivity, quality and employee moral 5. Distinguish between defect and defective. A quality characteristic not meeting the specification is a defect. In a product if any of its quality characteristic not meeting the specification, the product is called defective. 6. Define the term process capability.
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Process capability may be defined as the minimum spread of a specific measurement variation which will include 99.7% of the measurements from the given process. In other words, Process Capability = 6 . Science 99.7% area in the normal curve is between 3 to + 3 , therefore process capability is equal to 6 . Process Capability = 6 , is also called as natural tolerance. 7. What are the objectives of QFD? a. Understanding customer requirements b. Translate voice of customer in technical parameters of product c. Design product incorporating technical parameters of voice of customer d. Achieve customer satisfaction. 8. Why TPM is required? a. To transform everyone awareness through activities. b. To eliminate breakdowns and defects 9. What is the need for documentation? To ensure the quality of a product or service in an organization all the activities documented. 10. What are the main elements of ISO 14000? General requirement Environmental policy Planning Implementation and operation Checking and corrective action Management review. Part B (5x16 = 80 marks) 11. Explain the fourteen steps of Demings philosophy for improving quality, productivity and competitiveness. (16) 1) Create constancy of purpose toward improvement of product and service 2) Adopt the new philosophy 3) Cease dependence on inspection to achieve quality. 4) End the practice of awarding business on the basis of price tag. 5) Improve constancy and forever the system of production and service. 6) Institute training. 7) Institute leadership. 8) Drive out fear. 9) Break down barriers between departments. 10) Eliminate slogans, exhortations, and targets for the work force. 11) Eliminate work standards (quotas) on the factory floor. 12) Remove barriers to pride of workmanship. 13) Institute a vigorous programme of education and self-improvement. 14) Accomplish the transformation. S.Sundaram Professor / Mech Page 48 7/30/2013
12. (a)
(i) What are the customer perceptions of quality? Explain.
(8)
Performance: depends on fitness for use. They are Availability of the product whenever needed Reliability Failure free service of that product over time Maintainability keeps the product in operating condition Features is secondary characteristics of a product service They are psychological, ethical, technological, contractual, and time oriented. Service: Customer service is intangible and non quantifiable but it adds value to customer satisfaction. Warranty: Generates feedback and helps organization to develop a systematic and corrective action. It reduces the risk in making the purchase decision. Price: Customers are willing to pay higher price to obtain value Reputation: Customers rate organizations based on their experience Explain the service quality with its characteristics and expectations (8) Service Quality can be controlled and improved. Service charge is 20% more for high quality product. Proactive organizations get service quality needs and expectations to develop organization strategy for customer satisfaction. Characteristic Expectation Delivered on schedule in undamaged Delivery condition Proper instructions on setup, for Installation complicated products Clearly written training manuals or Use instructions provided on proper use Properly trained technicians to Field repair promptly make quality repairs Customer service Friendly service Clearly stated with prompt service on Warranty claims OR (i) Explain the basic techniques used for measuring performance. (10) a. Graph Most commonly used tool is the time series graph. The time measured by days, weeks, months, etc on the horizontal axis and the characteristic of performance measure is in the vertical axis. Useful to benchmark the process. b. Control charts Useful in monitoring the process performance over time. Helps in reducing the variability. Gives information about the status of the process. S.Sundaram Professor / Mech Page 49 7/30/2013 (b) (iii)
c. Process Capability This is estimated from the data collected on a process under statistical control i.e. a situation wherein only chance causes variation is present. Various methods of estimating process capability are literature. Process capability ratio Cp or PCR= Where, Upper Specification Limit (USL) U Lower Specification Limit (USL) L d. Taghuchis loss function Quality is the loss imported to the society from the time a product is shipped. Failure to meet customer requirements and failure to meet ideal performance result in loss to the society. Figure shows the relationship between quality loss and the amount of deviation from the target value.
U L 6
e. Cost of poor quality Cost of prevention Cost of appraisal Cost of internal failures and Cost of external failures. f. Malcom Baldrige National quality Award The award promotes; understanding of the requirements for performance excellence and competitiveness improvement. Sharing of information on successful performance strategies and the benefits. S.No Category for Performance Points 1 Leadership 110 2 Strategic Planning 80 3 Customer and market focus 80 4 Information and analysis 80 S.Sundaram Professor / Mech Page 50 7/30/2013
5 Human resource focus 6 Process Management 7. Business Results Total Points
100 100 450 1000
(ii) If the Deming wheel rotates, improvement is assured. Explain Deming wheel.(6)
Phase 1: Identify the Opportunity Identify and prioritize opportunity for improvement. Phase 2: Analysis the current process Understand and analysis the current level of performance of the process. Phase 3: Develop the optimal solution(s) Establishing potential and feasible solutions and recommending the best solution for process improvement. Phase 4:Implement Changes Prepare the implementation plan, obtain approval and start implement Measurement tools such as run charts, control charts, Pareto diagrams, histograms, check sheets and questionnaires are used to monitor and evaluate the process change. Phase 5: Study the results. Studying the effectiveness of the improvement efforts Phase 6: Standardize the solutions Phase 7: Plan for the future. Achieving improved levels of process performance. 13. (a) (i) Explain the tree diagram and arrow diagram (8) Tree Diagram Method Used to find feasible measures for problem solving to clarify the content of an area to be improvement through branching at each node. Creating Tree Diagram
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Establish the basic objective Think primary means Deploy secondary means Conform the relationship between the objectives and means and complete the tree diagram Evaluate the basic means. Arrow Diagram Used to set up an optimum schedule by representing the sequence and relationship of jobs. Steps Prepare the list of jobs to be executed for the project Write the name of each job on a card. Arrange the job cards with respect to their relationship and sequence. Determine the position of each card. Draw arrows and nodes, and provide numbers in sequence. Enter time required for each job. Calculate the earliest time for each node. Calculate the latest time for each node. Example: Construct an arrow diagram i.e., CPM net work for the following data: Activity Design Built prototype Evaluate equipment Test prototype S.Sundaram Professor / Mech Page 52 Designation A B C D Immediate Predecessors A A B Time in weeks 16 6 7 3
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Write equipment report Write methods report Write final Report
E F G
C, D C, D E, F
4 7 2
Solution: The arrow diagram can be constructed as shown in fig
(ii) Explain the stages of six sigma in process improvement
(8)
Define
Measure
Analyze
Improve
Control
Define the scope and goals of the improvement project. Identify customer requirements. Determine the benchmark. Map the process. Measure the current process performance through proper data collection. Calculate the process capability and sigma level. Analyze the gap between the current and desired level of performance in the process. Prioritize and identify root causes of problems. Compare it with benched standards. Determine the improvement opportunities. Identify causes and map it. Develop the solutions to solve the causes and root causes to prevent their re occurrence. Develop and implement a system to monitor the progress. Maintain the measure of progress statistically. Assaess the effectiveness in improvement. Page 53 7/30/2013
(b)
OR In the manufacture of connecting rod assembly, the numbers of defectives found in the inspection of 15 samples of 50 items in each sample are given in the following table. Sample 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 No No. Of Defectiv 8 7 5 4 8 7 9 21 12 10 9 8 16 15 17 e 1. Determine the trail control limits, construct the np chart and state whether the process is in control. (8) 2. If any point goes outside the control limits, determine the revised control limits eliminating that point. (8) Solution: for I problem From the given table, np = 8 +7+5+ +17 = 156 Total number of defective = n = 50 x 15 Total number of inspected = = 750
p
Then center line, CLnp = n p = 50 x 0.208 = 10.4 Upper control limit, UCL np = n p + 3 n p (1 p ) = 19.009 Lower control limit, LCLnp = n p - 3 n p (1 p ) = 1.791 Draw the control chart
np n
156 = 0.208 750
Result The sample 8 goes outside the control limits. Therefore the process is not in control. Solution: for II problem S.Sundaram Professor / Mech Page 54 7/30/2013
To find the Revised Control Limits np = 156 21 = 135 n = 50 x 14 = 700

p=
np = 135 = 0.1928 n 700
n p =50 x 0.1928 =9.64
Upper control limit for np charts UCL np = 9.64 + 3 9.64(1 0.1928) = 18.008 Lower control limit for np charts LCL np = 9.64 - 3 9.64(1 0.1928) = 1.272 Now all the points are well within the control limits. 14. (a) Explain Quality Function Deployment (QFD) with a suitable example. (16)
Quality Function Deployment QFD is a method to ensure quality by incorporating the customer requirements in the product from the design, planning and development stages.
QFD Process The voice of customer can be incorporated in to the product through QFD. Developing the voice of customer will have four phases of product development.
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There are four phases of product development: (1) Product Planning, (2) Part development, (3) Process Planning and (4) Product planning. Phase 1: Product planning The voice of the customer is converted into the technical parameters and transform to the next phase. Example: The head light illumination is not sufficient in an automobile. Phase 2: Part Development The design requirements given in the phase 1 (matrix 1) is divided into the part quality characteristics ensuring the customer requirements. Example: To provide better illumination, the part development in headlight can be higher wattage, better reflector design, and improvement in electrical circuit etc. Phase 3: Process planning Here an alternate process required for the production of the component to meet out the requirements in phase 2 will be decided. Example: In the materials requirement, the bulb watts will be changed. In the reflector manufacturing process, necessary modification will be carried out. Phase 4:Production Planning It includes the requirement of man, machine and material for the identified processes. Example: The procurement of bulb for the new modified watts is done here. Necessary changes in tool or material in the improved process the manufacture of the reflector, material and process requirements for the modification required in the electrical circuit is carried out here. OR (b) Write short notes on: 1. Benchmarking process (8) American Productivity and Quality center has defined the Benchmarking as the process of identifying, understanding, and adapting outstanding
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practices and processes from organizations anywhere in the world to an organization to improve its performance. David Kearns defines benchmarking as the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders. Those define benchmarking as the systematic comparison of elements of performance of an organization against those of other organizations, usually with the aim of mutual improvement. Benchmarking Concept: The concept of benchmarking is illustrated in the following figure.
1. Decide objectives for benchmarking Identifying the critical process that needs to be improved in the organization. (3) Assess the current level of performance The complete measurement of the process like productivity quality yield etc. Conformation with the procedure manuals. Questionnaire can be used to collect information from the customer. Process flow charts can be used to assure the current level of performance. (4) Plan the strategy to be adopted Identify the type of benchmarking to be performed, the type of data to be collected. (5) Study the competing organization.
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After identifying the process to be benchmarked, look for similar processes in other organizations. Make meaningful comparison of process with other processes. (6) Analyze the gap to be filled Now measure the gap between the present level of performance with the benchmarked level of performance.
The gap analyzed using quantitative data and or qualitative data (7) Prepare & execute action plan for achieving the objectives. After analyzing the qualitative and quantitative gaps, it is necessary set goals for your process. An action plan has to be developed. 2. FMEA (8) Failure mode effect analysis (FMEA), is an analytical technique that identifies foreseeable failures mode of a product or process and helps in planning to eliminate it. Design FMEA identifies the known and expected failure modes. Process FMEA is used to identify the potential failure modes of the process by ranking the failures.
The FMEA methodology has four stages. They are: Stage 1. Specifying Possibilities Functions Possibilities of failure modes Root causes Effects Detection / Preventions Stage 2. Quantifying Risk Probability of cause Severity of effect Effectiveness of control to prevent cause Risk priority number (RPN) Stage 3. Correcting High Risk Causes Prioritizing work S.Sundaram Professor / Mech Page 58 7/30/2013
Detailing Action Assigning action Responsibility Check points on Completion Stage 4. Re evaluation of Risk Recalculation of risk priority number 15. (a) Explain the steps to be followed in implementing Quality System ISO 9001:2000 (16) Implementation of quality systems of ISO 9001 is any organization generally requires the following steps. Step 1. Top management Commitment Step 2. Appointment the Management Representative Step 3. Awareness Step 4. Appoint an Implementation Team Step 5. Training Step 6. Time Schedule Step 7. Select Element Owners Step 8. Review the Present Systems Step 9. Write the Documents Step 10. Install the New Systems Step 11. Internal Audit Step 12. Management Review Step 13. Pre- Registration Step 14. Registration Step 15. Award of ISO 9001:2000 certificate OR (i) Construct between internal audit and external audit. (6) Internal Audit (First Party Audit) It is an independent self-assessment system looking at its own systems, procedures and activities to ascertain whether or not they are adequate or having compliance with the quality system. To review the processes and to identify the weakness, risks and the scope for improvement. External Audit (Second Party Audit Also) To ensure the purchasing organization, the level of confidence or the suppliers capabilities. Third Party Audit Third party audit is usually conducted by a recognized certifying agency or a statutory body. Certificate for Quality Assurance will be issued after this audit only. Conducted by an organization who are neither suppliers nor purchasers and who are totally independent? (ii) What are the requirements of ISO 14000? Explain them briefly. (16) ISO 14000 standards are designed to cover S.Sundaram Professor / Mech Page 59 7/30/2013
(b)
Environmental management systems Environmental auditing Environmental Performance evaluation Life Cycle assessment, and Environmental aspects in product standards. Elements of ISO 14001 General requirements Environmental policy Planning 1. Environmental aspects 2. Legal and other requirements 3. Objective and targets Implementation and operation 1. Structure and responsibility 2. Training, awareness, and competency 3. Communication 4. EMS documentation 5. Document control 6. Operational control 7. Emergency preparedness and response Checking and corrective action 1. Monitoring and measuring 2. Nonconformance and corrective and preventive action 3. Records 4. EMS audit Management review
B.E. /B.Tech DEGREE EXAMINATION, NOVEMBER / DECEMBER 2006 Eighth Semester Civil Engineering (Common to all Branches) GE 406 TOTAL QUALITY MANAGEMENT Time: Three hours S.Sundaram Professor / Mech Page 60 Maximum: 100 marks 7/30/2013
Answer ALL Questions PART A (10 x 2 = 20 marks) 1. What are the basic concepts required for TQM? Top management commitment Focus on the customer Effective employee involvement Continuous improvement Treating suppliers as partners Establishing performance measures. 2.Why is it difficult to change organizational culture? If TQM has to be implemented in an organization, change should start from the managements level, only by changing the actions of the management, the culture and the actions of an entire organization can be transferred. If should be understood that culture flows from top to bottom and not Bottom to Top 3.Write short notes on Maslows hierarchy of needs. Physiological needs Safety needs Social needs Esteem needs and Self-actualization needs. 3. What are the required conditions to create empowered environment? 1. Every one must understood the needs for change 2. System needs to change to the new paradigm 3. The organization must provide information, education, and skill to its employees. 5.What is the structure of a control chart? UCL CL LCL S.Sundaram Professor / Mech Upper Control Limit - It is Top line and it is denoted as - Central Line or Control Line It is middle line and it is - Lower control Limit It is Bottom line and it is denoted as Page 61 7/30/2013 dashed line denoted as continuous line dashed line.
X Axis Represent the sample size or number or Batch. Y Axis - Represent the measured or computed quality characteristics 6.What are the control charts for attributes? p chart, np Chart, c- chart, and u - chart 7.What are the reasons to benchmark? It aims at a goal setting process to facilitate comparison with the best. It aims at motivating and stimulating company employees towards the goal of continuous quality improvement. It aims at external orientation of the company. It aims at identifying a technological breakthrough. It aims at searching for industry best practice. 8.When is quality function deployment (QFD) used? 1. Promote better understanding of customer demands. 2. Improves customer satisfaction 3. Promote teamwork. 4. Facilitates better understanding of design interactions 9.What are the concepts of ISO 14000? General requirement Environmental policy Planning Implementation and operation Checking and corrective action Management review. 10.What is an environmental objective? It is an overall environmental goal, arising from the policy statement, that an organization sets for it self. For example, an objective could be to control the carbon percentage of the outlet stroke.
PART B (5x16 = 80 marks) 11.(a) (i) What should a leader know and understand in order to be effective? (6) The effective teamwork requires effective leaders. Effective leaders are people who can perform different roles. 1. Producer role S.Sundaram Professor / Mech Page 62 7/30/2013
2. Director role 3. Coordinator role 4. Checker role 5. Simulator role 6. Mentor role 7. Innovator role and 8. Negotiator role.
(ii) What are the duties of quality council? Explain in detail. The duties of quality council are;
(10)
To establish the core values and quality statements. Quality statements include vision statement, mission statement, and quality policy statement. To establish the strategic long term plan with goals and the annual quality improvement program with objectives. To plan the training and education programmes. To determine and monitor the cost of poor quality. To perform and monitor the performance measures for each functional areas of the organization. To establish multifunctional project and departmental teams and monitor their progress. S.Sundaram Professor / Mech Page 63 7/30/2013
To establish / revise the recognition and reward system periodically. Or (b) (i) What are the seven steps to strategic planning? Step 1. Customer needs Step 2. Customer position Step 3. Predict the Future Step 4. Gap analysis Step 5. Closing the Gaps Step 6. Alignment Step 7. Implementation. (6)
Figure shows Strategic planning Cycle (ii) How are the quality costs categorized? Explain in detail. Refer Answer Part A Unit I Q&A 7 to 15 12. (a) (i) What are the important factors that influence purchases? (6) (10)
As emphasized so far, in todays buyer market the customer is the king even the definition of quality, quality is what customer wants emphasizes on the customer requirements. In other words, quality is a measure of customer satisfaction. It is obvious that business cannot survive without satisfied S.Sundaram Professor / Mech Page 64 7/30/2013
customers. Therefore TQMs purpose is meeting or exceeding customer expectations, so that the factor influencing purchases. i. It meet the customers expectations ii. Get the customers point of view iii. Deliver what is promised iv. Make the customer feel valued v. Respond to all complaints vi. Over respond to the customer vii. Provide a clean and comfortable customer reception area. (ii) How can the organizations use customer feed back to their benefits? Give examples. Customer Feedback From many statistical analysis of customer satisfaction, the following conclusions were made. A totally satisfied customer contributes 2.6 times as revenue to a company as a somewhat satisfied customer. A totally satisfied customer contributes 17 times as revenue to a company as a somewhat dissatisfied customer. A totally dissatisfied customer decreases revenue at a rate equal to 1.8 times of what a totally satisfied customer contributes to business. Thus the number of dissatisfied customers should be reduced as much as possible. In order to do so, customer feedback must be continuously solicited and monitored. (10)
Customer feedback or customer complaint is required: To discover customer dissatisfaction To identify customers needs. To discover relative priorities of quality. To compare performance with the competition, and To determine opportunities, for improvement.
Tools used for collecting Customer feedbacks are: S.Sundaram Professor / Mech Page 65 7/30/2013
1. 2.
Comment Card: It is a card, normally attached to the warranty card, issued with the product at the time of sale Customer questionnaire: It includes a. Surveys through mail or b. Surveys through E-mail, or c. Surveys through telephone.
3. 4. 5. 6. 7. 8.
Focus Groups: It includes customer meetings, word associations, discussions, relaxation techniques, etc. Toll free telephone numbers. Customer visits, I.e., visit to a customers place. Report cards The Internet and computer: It includes newsgroups, electronic bulletin boards, mailing lists, etc. Employee feedback. Customer Complaints flow charts
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Or (b) (i) What are the major benefits of 5S implementation? Explain how are they achieved? The following factors are required for any organization to implement 5 s concepts successfully 1. Participation by all:
(6) (ii) What are the principles of customer / supplier relations? 13. (a) (i) How is Pareto analysis done? Explain with example. (10) (6)
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(ii) How is a cause and effect diagram constructed? Discuss in detail with a case study. Or (b) (i) Discuss the properties of normal curve. example. 14. (a) (ii) (6) (10) (6) How is the house of quality Or (b) (i) What are the six Major loss areas need to be measured for implementing TPM? (6) (10) (6) (10) (ii) Explain the step-by-step procedure to perform design FMEA with computer mouse as an example. 15.a) (i) What are the objectives of ISO 9000? (ii) Discuss in detail the elements of ISO 9000. Or b) (i) What is the registration process of ISO 9000/ What questions will the auditors might ask? (ii) Explain in detail different types of quality audits. (6) (10) constructed? Explain with (10) example. (ii) Discuss the applications of new seven management tools with (i) What are the steps that contain the core technique of benchmarking (10)
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Self-Assessment Model Question Paper 1 B.E Degree Examinations Common to all Branches GE 406 TOTAL QUALITY MANAGEMENT Time: 3 Hours Answer All Questions PART A (10 x 2 = 20 marks) 1. Define: Quality 2. List out the elements of TQM.11/29/2006 3. What does delighting customers mean? 4. What is kaizen? What are its three guiding principles? 5. Distinguish between change cause & assignable causes. 6. List out the new seven management tools. 7. What are the four phases of benchmarking? 8. What is house of quality in QFD approach? 9. What are the objectives of ISO 9000? 10. What is the purpose and scope of ISO 14000 standards? Part B {5 x 16 = 80 marks} 11. [a] List out the seven tools of quality [b] Explain the process of constructing p chart [c] Explain the concept of six sigma quality 12. [a] [i] Discuss the dimensions of quality briefly quality strategic planning. [OR] [b] [i] Discuss the salient features of TQM approach reduced? 13. [a] Write short notes on I. Customer retention II. Juran Trilogy III. Team recognition and reward S.Sundaram Professor / Mech Page 69 7/30/2013 {9} {7} {16} [ii] Classify quality cost. Explain how cost of quality can be {4} {6} {6} {8} {8] Maximum marks; 100
[ii] What is strategic planning for TQM? Explain the role of
[b] [i] Discuss the steps involved in designing customer satisfaction survey {8} [ii] Evaluate the customer / supplier relationship in terms of inspection, training, team approach and recognition large department store advantage and limitations principle benefits of QFD? OR [b] [i] Explain the various stages of FMEA TPM. which ISO 9000 standard focus? Explain briefly. audits. [ii] Write short notes on QS9000, ISO 14000. {8} {8} {16} {9} {7} [ii] What are the goals of TPM? Explain the six losses of 15. [a] What are the key requirements of a firms quality program on [b] [i] What is quality auditing? Explain various types of quality {8} {8} {8} 14. [a] [i] Discuss the reasons for benchmarking stating their [ii] Explain the basic principles of QFD? What are the
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Self-Assessment Mdel Question Paper 2 B.E Degree Examinations Common to all Branches GE 406 TOTAL QUALITY MANAGEMENT Time: 3 Hours Answer All Questions PART A (10 x 2 = 20 marks) 9. Why TQM is necessary? 10. What is meant by quality Council? 11. What is customer retention? 12. Describe PDSA cycle. 13. Define population and sample. 14. Distinguish between defect and defectives giving examples. 15. Describe Taguchis loss function. 16. List out the steps involved in FMEA. 17. What are objectives of QS 9000? 18. What are the objectives of ISO 9000? Part B {5 x 16 = 80 marks} 19. [a] State Demings 14 points for quality management. Explain the interrelationship among them. How do they support each others? {10} [b] Discuss the barriers of TQM implementation{6} 20. [a] Write a notes on supplier rating {16} I. Supplier rating & selection II. Empowerment III. Performance appraisal OR [b] [i] Describe the various hard measures of service quality. {8} [ii] Explain the concept of 5 S and Kaizen briefly. {8} Maximum marks; 100
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21. [a] [i] What are the uses of X chart and R chart? Construct the X and R chart for the given ten samples Sample No 1 2 3 4 5 X in mm 9.0 9.1 9.5 10 9.0 [ii] Explain term process capability 6 8.9 7 8.8 8 9.3 9 8.6 {8] 10 8.7 {8}
22. [a] [i] Discuss the various types of benchmarking. {8} [ii] Explain Taguchis Quality Loss Function with a illustration for estimating the same. {8} OR [b] [i] What are all the overall effects of TPM implementation? Discuss {8
[ii] Perform Process FMEA to anticipate what you could do to eliminate any problems while changing a tire. {8}
23. [a] [i] Describe the for tiers of quality documentation. {8} [ii] Describe how a two party audit system works {8} OR [b] [I] List five benefits that could be realized by implementing an ISO 9000 quality system. {7} [ii] Write Short notes on following: {9} a) Quality policy statement b) Product evaluation standards
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MG1401-TOTAL QUALITY MANAGEMENT Part A Question and Answer

Unit I - Introduction
2. List the Dimensions of quality 1.Performance, 2. Features, 3. Conformance, 4. Reliability, 5. Durability, 6. Service, 7. Response, 8. Aesthetics and 9. Reputation. 3. Total Quality Management 4. What is meant by TQM? - Made up of the whole - Degree of excellence a product or service provides. - Act, art, manner of handling, controlling, directing, etc. Define TQM It is an enhancement to the traditional way of doing business.
Total Quality Management is the management approach of an organization, centered on quality, based on the participation of all its members and aiming at long term success through customer satisfaction, and benefits to all members of the organization and to society 5. quality. In a mathematical way, quality can be defined as Q =
P E
Give the mathematical representation of
Where Q = Quality, P = Performance, and E = Expectation If performance is equal to expectation, then Q = 1. If it is one or above then product is perceived to be of good quality. If Q is less than one, then it is perceived to be of bad quality. 6. planning road map? Supervisory and worker level Functional level Multifunctional systems Major programmes 7. S.Sundaram Professor / Mech What is the triple role concept? Page 73 7/30/2013 What are the four levels of quality
1. As a customer, 2. As a processor, and 3. As a supplier 8. Define the term of quality cost. Quality costs are the sum of money spent on ensuring that customer requirements are met and the costs wasted through failing to achieve the desired level of quality. 9. What are the major Classifications of quality costs? (Or) List the categories of quality costs. 1. Prevention costs, 2. Appraisal costs, 3. Internal failure costs, and 4. External failure costs. 10. What does Cost of Prevention mean? What is the prevention costs (or) List the elements of prevention cost. Prevention cost related to efforts to prevent failures. These costs are incurred on preventing a quality problem from arising. These costs Include: Design/Review Quality and Reliability Training Quality planning including vendor quality planning Design, Development and installation of quality measurement and test equipment Calibration and maintenance of quality measurement and test equipment Quality auditing Acquisition analysis and reporting of quality data. 11. What are the costs of appraisal? Test and inspection (or lab, acceptance testing, installation testing, also installation and commissioning in high tech environment) Maintenance and calibration Test equipment depreciation Analysis and reporting of tests and inspection results Line quality Engineering inspection Vendor rejects 12. quality costs? S.Sundaram Professor / Mech Page 74 7/30/2013 What is the control and uncontrolled
Prevention and appraisal costs are controllable costs Internal and external failure costs are uncontrollable costs 13. What is meant by costs of internal failures? The cost associated with defective products, components and materials that fail to meet quality requirements and result in manufacturing losses are called as costs of internal failure. These costs are linked to correcting mistakes before delivery of the product. 14. failures. a. Cost associated with scrap and rejects b. Cost of repair and rework c. Cost of design changes d. Cost of troubleshooting e. Cost of re- inspection and retesting etc. 15. failures? It consists of the costs, which are generated because of defective products being shipped to customers. These costs are associated with the adjustments of malfunctions after delivery of the product. 16. failures. a. Cost of processing complaints from customers b. Cost of commissioning failures c. Cost of servicing or replacing the defective items d. Cost of guarantee and warranty claims e. Cost of lost goodwill of customers etc 17. for analyzing the quality costs? 1. Trend analysis, and 2. Pareto analysis 18. What are the six basic concepts that a 1) Top management commitment S.Sundaram Professor / Mech Page 75 7/30/2013 successful TQM Programme requires? What are the techniques commonly used List the components of cost of External What is meant by costs of External List the components of cost of internal
2) Focus on the customer 3) Effective employee involvement 4) Continuous improvement 5) Treating suppliers as partners and 6) Establishing performance measures.
19. The four pillars of TQM are:
What are the pillars of TQM? a. Problem solving discipline b. Interpersonal skills c. Teamwork and d. Quality improvement process
20. implementation?
What
are
the
barriers
of
TQM
1. Lack of management commitment 2. Lack of employees commitment 3. Lack of effective communication 4. Lack of continuous training and education 21. What does Quality Council mean? Quality Council BE it in a family, an organization teacher or government it is the example and commitment from the top that can produce results. Therefore in quality management also the top management has to lead from the rfont. To demonstrate that top management should also work as a team. Such a team in TQM set up is called Quality council. (Or) A quality council is a team to provide overall direction for achieving the total quality culture. The members of quality council are: (i) The chief executive officer (CEO), (ii) The senior manager of the different functional areas and (iii) A Coordinator or Consultant. 22. S.Sundaram Professor / Mech What do you mean by Leadership? Page 76 7/30/2013
Leadership is the process of influencing the activities of an individual or a group towards the achievement of a goal in a given situation. 23. required for effective teamwork. 1. Producer role 4. Checker role 7. Innovator role 24. an organizations existence. 25. be tomorrow 26. What is Quality Policy statement? It is a guide for everyone in the organization as to how they should provide products and service to the customers. 27. it wants to proceed in future. 28. planning process? 1. Customer needs 2. Customer positioning 3. Predict the future 4. Gap analysis 5. Closing the gap 6. Alignment and 7. Implementation 29. What is the Dr.J.M.Jurans view on the 1. Participating in goal setting and development 2. Providing the needed resources 3. Establishing the organizational infrastructure 4. Reviewing progress S.Sundaram Professor / Mech Page 77 7/30/2013 role of top management in quality management? What are the steps involved in strategic What is strategic planning? Strategic planning sets the long term direction of the organization in which What is vision statement? The vision statement is a short declaration of what an organization aspires to 2. Director role 5. Stimulator role 8. Negotiator role. What is mission statement? It is a broad organizational goal, based on planning premises, which justifies 3. Coordinator Role 6. Mentor role List out the different leadership roles
5. Giving recognition.
Unit II - TQM Principles

1. How to attain customer satisfaction? Producing goods or services of quality at economic cost and meet customer needs and expectations can attain customer satisfaction. 2. Who is called as first line representatives? First line representatives are the persons who first contact with the customers and know their reaction. They are the marketing and the sales personnel who deal with them directly. 3. quality? 2. Performance, 3. Features, 4. Service, 5. Warranty, 6. Price, 7. Reputation 4. List the various tools used for collecting customer complaints. Complaint card Customer questionnaire Focus groups Toll free telephone numbers Report cards The Internet and computer etc. 5. Distinguish between Clients and Customers. Clients Those who will be surveyed are called Clients 6. Customers. Those who use the products or services are called Customers What are the points to be remembered while doing the surveys? Page 78 7/30/2013 What are the six important aspects to the customer perception of
i. ii. iii.
Distinguish between clients and customer. Before collecting the data, plan first how the data is proposed to be analyzed and used. If we want better answer the questions should be specific.
7. What are the elements of customer service? Customer wants Continuous improvement of customer services Customer contact and communications Customer care contact personnel
8. What are the service assessments to be covered in the survey to retain the customers? 1. Meeting the customer expectations 2. Customer feedback 3. Speed of delivery and service 4. Speed of response 5. Implementation of customer feedback 6. Courtesy and pleasantness of communication. 9. What are the means through which employees involvement can be achieved? 2. Quality (Control) circles (QCC) 3. 5S teams 4. Kaizen teams 5. Total Productive Maintenance team (TPM) 6. Quality Improvement Teams (QIT) at the management levels. 10. Define empowerment. Empowerment is an environment in which people have the ability, the confidence, and the commitment to take the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer requirements within well defined boundaries in order to achieve organizational values and goals. 11. What are the conditions necessary for empowerment? 1. Everyone must understand the need for change S.Sundaram Professor / Mech Page 79 7/30/2013
2. The system needs to change to the new paradigm 3. The organization must provide information, education, and skill to its employees. 12. Define Team and Teamwork Team A team can be defined as a group of peoples working together to achieve common objectives or goal. Teamwork Teamwork is the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill the objectives or goals.
13.
List the different types of teams. 1. Process improvement team 2. Cross functional team 3. Natural team and 4. Self directed work team
14.
Name different members in a team 1. Team leader 2. Facilitator 3. Recorder 4. Time keeper and 5. Members
15.
What are the stages of team development? i. Forming stage ii. Storming Stage iii. Norming Stage iv. Performing stage v. Maintenance stage and vi. Evaluating stage
16.
Distinguish between empowerment and delegation? Delegation Empowerment Page 80 7/30/2013
Delegation
is
assigning
jobs
or
the outcome of desired results. and coordinating it. 17. Describe about Quality Control Circle. It is small and voluntary group with the same work area, which continuously carries on quality control activities. All the members in QC circle participating in all QC activities. 18. What is the role of QC? 1. To continually improve and maintain the quality of products, services, jobs and so on. 2. To bring about self and mutual development of the gross root level employees (i.e.) employees in the first line work place 3. To make workplace better and full brightness. 19. What is QIT? Quality Improvement Teams (QIT) is a mostly cross functional important team, which are expected to take projects relating to managing area. 20. What are the characteristics of motivation in the work situation? 1. Responsibility 3. Advancement 5. Recognition 21. 2. Achievement 4. Challenge 6. The possibility of growth
distributing jobs to different individuals
Empowerment is total responsibility for
What are the factors that motivate QC circle and QIT? 1. Problems themselves taken as challenges in work 2. Responsibility 3. Recognition 4. Advancement and Growth. It may in the form of monetary gains or in the form of gain in status, gain in knowledge.
22.
What are the three theory of motivation in QC circle? 1. Maslows Hierarchical needs 2. Mcgregors assumption theory X & Y 3. Herzbergs theory of hygienic factors (dissatisfies) and motivating factors.
23.
List out the Hierarchical needs of Maslow motivation theory. 2. Safety 4. Ego Page 81 7/30/2013
1. Physiological 3. Social 5. Self - actualization S.Sundaram Professor / Mech
24.
What are the factors to be considered while doing survey? 1. Interesting in work 3. Involvement in work 5. Good pay 7. Good working condition 2. Appreciation 4. Job security 6. Promotion / Growth 8. Loyalty to employees 10. Discipline
9. Help with personal problems 25.
What is use of performance appraisal systems?
Performance appraisal systems are commonly used to evaluate performance of employees. It is used to find out strength and weakness of an individual. 26. What are the elements of performance appraisal systems? 1. Appraisal 2. Review (feed back). Review involves face to face discussion of a sub ordinate with his superior. 27. What are the benefits of Performance appraisal? 1. It helps the management assess the potential of the person. 2. It helps in developing future managers to take up higher responsibilities. 3. It helps in motivating people to do better. 28. How the continuous process improvements can be implemented? 1. By reducing wastage at all stages. 2. By improving efficiency 3. By eliminating rejections and rework. 4. By using quality improvement teams to solve problems 5. By maintaining people to do their best 6. By constant customer feedback & review. 29. What is Juran trilogy? 1. Quality planning 2. Quality control 3. Quality improvement These three processes are referred as the Juran trilogy. 30. What is quality planning? It is the activity of developing the products and processes required to meet the customer needs. 31. What is PDSA cycle (or) PDCA cycle (or) Deming wheel? S.Sundaram Professor / Mech Page 82 7/30/2013
P D S /C A
Plan Do Study / Check - Act
Plan indicates that try to understand the objectives of the task. Do indicate learning the method and carrying out the task. Study / Check indicates whether effort made given the desired result. Act Indicates take appropriate action to rectify the problems found.
32.
What are 5S? 5S Meaning It is denotes action to identify and sort out all items into necessary and discard and all unnecessary items
SEIRI (Organization or Reorganization)
necessary items. It means to arrange everything in proper SEITON (Neatness) order so that it can be easily picked up for use. It means clean up. It means take up the job of cleaning. Such cleaning is not SEISO (Cleaning) restricted only to the machines, tables, kitchen cabinet, etc. It should be extended to the entire surroundings. It means maintaining a high standards of SEIKETSU (Standardization) workplace organization and house keeping at all times. It means discipline. Discipline is SHITSUKE (Discipline) following a system, which calls for changing from present unsystematic way
of adherence to set procedures. The 5 S is an integrated concept for housekeeping or workplace management.
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33.
What is the importance of %S? 1. It is the silent informer of a companys attitude. 2. It is for team work 3. It is for marketing a product. 4. It is for improving the quality of human behavior. 5. It is for good house keeping practices.
34.
What is KAIZEN?
KAIZEN is based on the simple principle that whatever the field in our life (i.e.) Social life, Working life, domestic life, we need continuous improvement in order to progress and advance as opposed to status. KAI change: KAIZEN for the better. 35. What are the two major functions of KAIZEN? 1. Continuous improvement 2. Maintenance 36. What is the role of management in maintenance function of KAIZEN? 1. Policies and procedures 2. Establish the standards 3. Ensure that all follows standards 37. What are the areas in which KAIZEN encouraged to be applied to bring results? KAIZEN programmes immediately help in the following areas namely: 1. PRICE 2. QUALITY 3. DELIVERY 4. SURVICE 38. What are the two approaches of KAIZEN? 1. People oriented approach 2. Process oriented approach 39. What are the three determinants for Customer satisfaction? It is shortly represented as QCD Q Quality of product / service C (Economic) Cost S.Sundaram Professor / Mech Page 84 7/30/2013 ZEN Better.
D (Prompt) Delivery. 40. What is 5W2H method? 5W stand for What, Why, Where, When, Who 2H stand for How and How much. It is also a continuous improvement tool 41. Define Partnering. Partnering is defined as a continuing relationship, between a buying firm and supplying firm, involving a commitment over an extended time period, an exchange of information and acknowledgement of the risks and rewards of the relationship. 42. List the various elements to achieve partnering. 1. Long term commitment 2. Trust, and 3. Shared visions. 43. What are the types of sourcing? 1. Sole sourcing 2. Multiple sourcing, and 3. Single sourcing 44. Difference between sole sourcing and single sourcing. Sole sourcing Single Sourcing It is the use of only one supplier for the It is the use of one supplier for an item organization 45. when several sources are available.
What are the various stages in supplier selection and evaluation? The four stages in supplier selection and evaluation are: 1. Survey stage 2. Enquiry stage 3. Negotiation and selection stage, and 4. Experience stage.
46.
What is supplier rating? The supplier rating is based on 1. Quality 2. Delivery and 3. Service.
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47.
What are the elements involved in the evaluation of performance?
1. Employees (Human Resource) 2. Customer Satisfaction 3. Production (manufacturing) 4. R & D / Engineering 5. Marketing and sales 6. Administration / Accounts 7. Suppliers 48. 49. What is JIT? JIT is Just In Time Delivery. State typical index for performance measuring 1. Quality 2. Cost 3. Productivity 4. General factor 50. What are the techniques commonly used for performance measures presentation? 1. Time series trend graph 2. Control charts 3. Capability Index 4. Taguchis loss functions 5. Cost of poor quality, and 6. Quality awards. .
UNIT III - Statistical Process Control (SPC)

1. What are the Benefits of Statistical Process Control? There are no restrictions as to the type of the process being controlled or studied, but the process tackled will be improved. Decisions guided by SPC are based on facts not opinions. Thus a lot of emotion is removed from problems by SPC. S.Sundaram Professor / Mech Page 86 7/30/2013
Quality awareness of the workforce increases because they become directly involved in the improvement process. Knowledge and experience of those who operate the process are released in a systematic way through the investigate approach. They understand their role in problem solving includes collecting facts, communicating facts, and making decisions.
Management and supervisors solve problems methodically, instead of by using a seat of the pants style.
2. List the seven tools of quality. 1. Check sheets 2. Histograms 3. Cause and effect diagrams 4. Pareto diagrams 5. Stratification analysis 6. Scatter diagrams and 7. Control charts. 3. What is check sheet? A check sheet or tally sheet is a form for systematic data gathering and registering to get a clear view of the facts. 4. Why do you use the check sheet? It is used to indicate the frequency of a certain occurrence. 5. What are the types of check sheets commonly used? 2. Process distribution check sheet 3. Defective item check sheet 4. Defect location check sheet, and 5. Defect factor check sheet. 6. What is Histogram? It is a bar chart / diagram showing a distribution of variable quantities or characteristics. It is graphical display of the frequency distribution of numerical data. 7. When do you use histogram? A histogram is used to show clearly where the most frequently occurring values are located and the data is distributed.
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It enables the analyst to quickly visualize the features of a complete set of data. 8. Define flow charts. Flow chart is one of the statistical management tools for improving the process. Which is used certain symbols to provide a certain picture of the sequential activities and decisions in the process. It expresses detailed process knowledge. Hence the flow chart is a communication tool that helps an individual or an improvement team understands a system or process and identified opportunities for improvement. 9. Define Pareto charts. The Pareto chart is a chart that indicates the distribution of data classification arranged from the most frequent to the least frequent or in descending under from left to right. 10. Define Cause And Effect (CE) Diagram A Cause and Effect Diagram is a picture composed of lines and symbols designed to represent a meaningful relationship between an effect and its causes. It is sometimes referred to as an Ishikawa diagram by its developer name or a fishbone diagram because of its shape. 11. Define Scatter Diagram. Scatter diagrams are used to examine two factors or parameters in order to see if there is an association or correlation between them. If there is dependence of one factor on the other, controlling the independent factor will be a method of controlling the dependent factor. The Scatter diagram is a simple graphical device to depict the relationship between two variables. 12. List the various control charts? 1. X bar Chart and R charts 2. p charts : The chart for fraction rejected as non conforming to specification. 3. np charts: The control chart for number of non conforming items. S.Sundaram Professor / Mech Page 88 7/30/2013
4. c charts: The control charts for number of defects. 5. u charts: The control charts for number of defects per unit. 13. What are the purposes of Pareto diagrams? Pareto analysis can be used in wide range of solutions, where one need to priorities problems based on its relative importance. It can be used as a risk assessment technique from activity level to system level.
14. What are the types of control charts? CONTROL CHARTS FOR VARIABLE For measurable data such as time, length, temperature, weight, pressure etc. 15. When do you use control charts? CONTROL CHARTS FOR CHARACTRISTICS For quantifiable data such as number of defects, typing errors in a report, etc.
The purpose of control charts is to identify when the process has gone out of statistical control, thus signaling the need for some corrective action to be taken. Understood process performance Correct special cause variation Reduce common cause variation Improve the process continuously. 16. When do you use the scatter diagrams? The purpose of the scatter diagram is to display what happens to one variable when another variable is changed. This diagram is used to under stand why particular variations occur and how they can be controlled. 17. What are the major functions of statistical analysis? 1. Reducing the complexity of the situation 2. Making comparisons and drawing conclusions, 3. Estimating and predicting and 4. Decision making. S.Sundaram Professor / Mech Page 89 7/30/2013
18. Define data and information. Data It is defined as a collection of related Information
It is defined as processed data. observation 19. What are the types of graphs used in representing frequency distribution? 1. Histogram 2. Frequency polygon and frequency curve, and 3. Cumulative frequency or the Ogive. 20. How to obtain frequency polygon? It is obtained by plotting midpoints of the classes (on the X axis) against the class frequencies (on the Y axis) and then joining these plotted points by a straight line. 21. How to obtain frequency curve? It is obtained by drawing a smooth curve through the points of the frequency polygon. 22. Why some times the frequency polygons are preferred to frequency histograms? Because the frequency polygons of several distributions may be plotted on the same axis, thereby making certain comparisons possible, whereas histograms cannot be employed in the same way. 23. How to obtain cumulative frequency curve? The cumulative frequency curve (also called an Ogive) obtained by plotting upper class limits (or lower class limits) against the less than (or more than) cumulative frequencies is known as less than Ogive (or more than Ogive) 24. What do you mean by measure of central tendency and Dispersion? Central tendency Dispersion A measure of central tendency of a Measures of dispersion tells us how the distribution is a numerical value that individual observations are spread on describes the central position of the data either side of the center
25. What are the three measures of central tendency and Dispersion? Central tendency 1. Mean, 2. Median, and 3. Mode 26. Define population. A population or universe can be defined as an unknown pattern of variation from which known sample has been drawn. S.Sundaram Professor / Mech Page 90 7/30/2013 Dispersion 1. Range, 2. Mean deviation, and 3. Standard Deviation
27. What do you mean by sample and sampling? Sample Sampling A part or small section selected from the The process of such selection is called population is called a Sample Sampling.
28. Sketch graphically , 2 and 3 limits on a normal curve.
29. What are the sources of variations? 1. Processes 3. Operators and 2. Materials 4. Miscellaneous factors
30. What are the two types of variations? 1. Chance causes of variations and 2. Assignable causes of variations 31. What are the causes for assignable causes of variations? The causes are: Difference among machines Difference among materials Differences in each of these factors overtime, and Differences in their relationship to one another. 32. What do you mean change causes of variations? Change causes of variations are inevitable in any process. These are difficult to trace and control even under best conditions of production. All occur at random. S.Sundaram Professor / Mech Page 91 7/30/2013
33. What are the uses of X , R and control charts?

X
- Chart is used to monitor the centering of the process to control its accuracy.
R - chart monitors the dispersion or precision of the process. - Chart shows the variation of the process. 34. Differentiate control limits and specification limits. Control limits Specification limits It a permissible variation in the size of the
It is determined using the averages. In part. In other words specifications are for other words, control limits are for individual values. The specification limits averages. 35. Define process capability. Process capability may be defined as the minimum spread of a specific measurement variation which will include 99.7% of the measurements from the given process. Process capability = 6 36. List the measures of process capability. Process capability index, Cp =
U L 6
(tolerance)
are
provided
by
design
engineers to meet a particular function.
Where, Upper Specification Limit (USL) U Lower Specification Limit (USL) L 37. What are the purposes of process capability analysis? I. To find out whether the process is inherently capable of meeting the specified tolerance limits. II. To identify why a process capable is failing to meet specifications. 38. Define fraction defective (p). It is defined as the ratio of the number of defective articles found in any inspection to the total number of articles actually inspected. Mathematically, p = Where
np n
p = Fraction defective, np = Number of defectives, and n = Number of item inspected in the sub - group
39. When np chart is preferred over p chart? When sub group size is constant, the np chart is preferred over p chart. 40. Differentiate between producers risk and consumers risk. S.Sundaram Professor / Mech Page 92 7/30/2013
Producers risk Consumers risk It is the probability of rejecting a It is the probability of accepting a good lot which otherwise would have defective lot which otherwise would been accepted. have been rejected.
41. What is six - sigma? Six - sigma is similar to Zero Defects (ZD), is a philosophical benchmark or standard of excellence proposed by Philip Crosby. Six - sigma strives for perfection. It allows for only 3.4 defects per million opportunities (or 99.99966 percent accuracy) 42. What are the five phases in six-sigma process? 1. Define 4. Improve, and 2. Measure 5. Control 3. Analyze
43. Brief the scope of six-sigma principle. The six - sigma concept is originated from manufacturing field. Now it is applied to non- manufacturing processes also. Today one can apply six - sigma to many fields such as services, medical and insurance procedures, call centers, etc. 44. List out the new seven management tools. 1. Affinity diagram 3. Tree diagram 5. Decision tree (PDPC) 7. Matrix data analysis diagram. 45. What is affinity diagram? It is a tool to collect a large amount of verbal expressions (ideas, opinions, observations etc,) and organize them in-group according to natural relationships between individual items. 46. When do we use affinity diagram To provide a visual representation of large amount ideas. To determine logical priorities. To extract the large amount of useful information from few or scattered data or from unrelated ideas. To understand and organize problems those are not clear. To create new concepts. S.Sundaram Professor / Mech Page 93 7/30/2013 2. Relationship 4. Matrix diagram 6. Arrow diagram, and
47. What is relationship diagram? It is a tool for finding causes to a problem. The relationship diagram not only clarifies the relationship between cause and effect but also between the various causes. It is displays all of the interrelated factors involved. 48. What is tree diagram? When do we use tree diagram? A tree diagram systematically breaks down a topic into its components elements, and shows the logical and sequential links between these elements. The tree diagram systematically outlines the complete spectrum of paths and tasks that must be carried out to achieve a goal. We use tree diagram is to explore the ways and means to achieve the objective, develop a list of alternative means and to present them in visual understandable form. 49. What is matrix diagram and when do we use? A matrix diagram is a tool that is used to systematically organize information that must be compared on a variety of characteristics in order to make a comparison, selection or choice. The matrix diagram is used to slow relations between individual items in two sets of factors. 50. What is decision tree or process decision Programme chart (PDPC) and when do we use? A decision tree or PDPC is a planning tool to outline every conceivable and likely occurrence in any planning. The PDPC or decision tree is useful when one wants to plan all possible chains of events that might occur during a project. This tool is particularly used in new product development, building and equipment, and data processing programs. The tool is widely used in decision-making when the task is new, complex and unique. 51. What is arrow diagram and when do we use? An arrow diagram is a graphic representation of the sequential steps that must be completed before a project can be completed. Example: PERT and CPM Charts. The main purposes of the arrow diagrams are: I. To show the paths to complete a project. S.Sundaram Professor / Mech Page 94 7/30/2013
II. To find the shortest time possible for the project, and III. To display graphically simultaneous activities. IV. The arrow diagram is indispensable for long term projects, such as the construction of a plant or the development of new products.
UNIT IV - TQM Tools

1. Define bench marking Benchmarking is the process of identifying, understanding, and adapting, outstanding practices and processes from organizations anywhere in the world to an organization to improve its performance. 2. What are the objectives for benchmarking? It aims at a goal setting process to facilitate comparison with the best. It aims at motivating and stimulating company employees towards the goal of continuous quality improvement. It aims at external orientation of the company. It aims at identifying a technological breakthrough. It aims at searching for industry best practice. 3. What the different types of benchmarking? 1. Product benchmarking 3. Process benchmarking 4. List out any four benefits of benchmarking. 1. Creating a culture that values continuous improvement to achieve excellence. 2. Sharing the best practice between benchmarking partners. 3. Prioritizing the areas that need improvement. 4. Enhancing creativity by devaluing the not invented here systems. 5. List out disadvantages of benchmarking 1. It fosters and introverted view. 2. It is all easy to ignore that other firms have the edge on you if you are concentrating on outperforming internal rivals. 3. The information is very hard to obtain beyond that in the public domain. S.Sundaram Professor / Mech Page 95 7/30/2013 2. Performance benchmarking 4. Strategic benchmarking
4. It requires broad conceptualization but careful understanding of the generic process. 5. Cost and the fact that the most renowned companies are beginning to feel overwhelmed with benchmarking visits and some are even charging a fee for access.
6. What is QFD? Quality Function Deployment (QFD) may be defined as a system for translating customer requirements into appropriate requirements at every stage, from research through product design and development, to manufacture, distribution, installation and marketing, sales and service. 7. What are the objectives of QFD? 1. To identify the true voice of the customer and to use this knowledge to develop products which satisfy customers. 2. To help in the organization and analysis of all the pertinent information associated with the project. 8. What are the six sections of a basic house of quality matrix? 1. Customer requirements 3. Technical descriptors 5. Trade off matrix 1. Product planning 3. Process planning 10. List out any four benefits of QFD. 1. Promote better understanding of customer demands. 2. Improves customer satisfaction 3. Promote teamwork. 4. Facilitates better understanding of design interactions. 11. What are the Taguchi methods? Taguchi methods are statistical methods developed largely by Genichi Taguchi to improve the quality of manufactured goods. Taguchis principle contributions to statistics are: 1. Taguchi loss function S.Sundaram Professor / Mech Page 96 7/30/2013 2. Prioritized customer requirements 4. Relationship matrix 6. Prioritized Technical descriptors 2. Part development 4. Production planning.
9. What are the four phases of product development in QFD process?
2. The philosophy of off line quality control, and 3. Innovations in the design of experiments. 12. Define quality in terms of Taguchis words. Taguchi defines quality ad The loss imparted by the product to socity from the time the product is shipped
13. State the concept of quality loss function. The essence of the quality loss function (QLF) concept is that whenever a product deviates from its target performance, it generates a loss to society. This loss is minimal when performance is right on target, but it grows gradually as one deviates from the target. 14. Define maintenance. Maintenance is defined as the management, control, execution and quality assurance of activities, which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives. 15. What are the types of maintenance? 1. Corrective or Break down maintenance 2. Scheduled or Routine maintenance 3. Preventive maintenance and 4. Predictive maintenance. 16. What do you mean by the term corrective or breakdown maintenance? Corrective maintenance implies that repairs are made after the failure of machine or equipment. 17. Explain the term scheduled or routine maintenance. It is stitch in- time procedure aimed at avoiding breakdowns. This includes all work undertaken to keep the production equipment in efficient condition. It may cover periodic inspection, cleaning, lubrication, overhaul, repair, replacement, etc. 18. What do you mean by preventive maintenance? It is carried out before the failure arises or prior to the equipment actually breaks down. It is safety measure designed to minimize the possibility of unanticipated breakdowns and interruptions in production. 19. What do you mean by Predictive maintenance? S.Sundaram Professor / Mech Page 97 7/30/2013
In predictive techniques, on the prediction of any fault, maintenance is being done. In this technique, equipment condition is measured periodically or on a continuous basis. This enables maintenance staff to take a timely action such as equipment adjustments repair and overhaul. 20. What is TPM? TPM is the systematic execution of maintenance by all employees through small group activities. The dual goals of TPM are zero breakdowns and zero defects. 21. What are the objectives of TPM? 1. To improve equipment effectiveness. 2. To achieve autonomous maintenance. 3. To plan maintenance. 4. To train all staff in relevant maintenance skills. 5. To achieve early equipment management. 22. What are the six big losses? 1. Breakdowns 3. Idling and minor stoppages 5. Defects and reworks 2. Setup and changeover 4. Reduced speed 6. Start up losses.
23. What is the formula for calculating overall equipment effectiveness (OEE)? Overall equipment effectiveness (OEE) =
Rateof
Performance Availability x x quality Efficiency products

24. What is FMEA? Failure Mode and Effect Analysis (FMEA), also known as risk analysis, is a preventive measure to systematically display the causes, effects and possible actions regarding observed failures. 25. What are the types of FMEA? 1. System FMEA 3. Process FMEA 5. Equipment FMEA 7. Concept FMEA 2. Design FMEA 4. Service FMEA 6. Maintenance FMEA 8. Environmental FMEA
26. List out any four benefits of FMEA? S.Sundaram Professor / Mech Page 98 7/30/2013
Improved product / process reliability and quality. Increased customer satisfaction. Early identification and elimination of potential product / process failure mode. Prioritized product / process deficiencies. 27. What are the inputs for preparation of FMEA? 1. People inputs 2. Data inputs 28. List the four stages of FMEA? 1. Specifying possibilities 2. Quantifying risk 3. Correcting high risk causes and 4. Re evaluation work. 29. Differentiate the term Failure Mode and Failure Effects? Failure Mode It is defined as the manner in which a component, subsystem, system, process, etc., could potentially fail to meet the design purpose. Failure Effects It is defined as the result of a failure mode on the function of the product / process as perceived by the customer.
30. Define Risk Priority number (RPN) Also state its significance. The risk priority number (RPN) is defined as the product of the severity (S), Occurrence (O), and detection (D) rankings. That is, RPN = (S) x (O) x (D). The RPN is used to priorities items that require additional planning or action.
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UNIT V - Quality Systems

1. What is ISO 9000? ISO 9000 has become an international reference for quality management requirements in business to business dealings. ISO 14000 is for environmental management requirements. 2. What are the needs for ISO 9000? To identify and meet the needs and expectations of its customers to achieve competitive advantage and this in an effective and effective manner. To achieve, maintain and improve overall organizational performance and capabilities. 3. What is quality Systems? Quality is impacted by the activities of different Departments / Functions In An Organization Marketing, Design, Production, Maintenance, Quality Control, Purchase And Stores, Personal And Machines / Equipment etc. Therefore, the role and responsibilities of each function / department in achieving quality have to e delineated. The right approach is structured systems, which identifies, documents, coordinates and maintains all key activities needed to ensure necessary quality throughout the organization. This constitutes system. 4. Why an organization should go for ISO 9000 certification? The basic objective of every organization is to attain excellence in economic performance. The most important factor for good economic performance is quality of products / services. Quality is the basic customer decision factor. Whether a buyer is a housewife, industrial organization, government department or defense S.Sundaram Professor / Mech Page 100 7/30/2013
programme, departmental store or importer, everyone wants to buy only best quality product. A buyer looks for on organization, which has established consistency in quality of products or services. Consistently producing good quality product or service is very important for customer confidence and higher positioning of buyer perceptions. Such as effort needs a setoff rules or guidelines. This can be established at national level but in the context of trading at international levels, rationalizing and standardization of national guidelines are the needed efforts. This is the purpose of ISO 9000. 5. Who can implement ISO 9000 and get certified? Any organization manufacturing or services can implement the standard and get certified to ISO 9000. Incidentally the Rajbhavan of Tamilnadu at Chennai, at the instance of H.E.P.S.Rama Mahan Rao, the Present governor, has implement the requirements ISO 9000:2000 and has been certified, with the assistance of Quality circle forum of India. 6. What are the quality management principles? Principle 1. Customer focus Principle 2. Leadership Principle 3. Involvement of people Principle 4. Process approach Principle 5. System approach to management Principle 6. Continual improvement Principle 7. Factual approach to decision making Principle 8. Mutually beneficial supplier relationships. 7. What are the four different ISO standards? 1. ISO9000 Models for Quality management requirements in business to business dealings. 2. ISO 9001 Models for quality assurance in design, development, production, installation and servicing. 3. ISO 9002 Model for quality assurance in production and installation. S.Sundaram Professor / Mech Page 101 7/30/2013
4. ISO 2003 Model for quality assurance in final inspection and test. 5. ISO 9004 - Quality management and quality system elements guidelines. 6. ISO 10011 (to be replaced by ISO19011 when used) Guidelines for auditing quality systems 7. QS 9000 Automotive quality management system
8. What is relationship between ISO 9001:2000 and 9004: 2000? Intention is that these two standards form a consistent pair of Quality Management System standards designed to be used together and also suitable for use independently. Structure of both documents is very similar in order to facilitate combined use. However, the intentions behind both the standard is different. ISO 9000 series of standards are applied to any organization, large or small, whether its product, and whether it is a business enterprise, a public administration or government department. ISO 9001 does not relate to the product, but only to the Quality system that is applied during the process of designing, producing, installing, and servicing the product. It may be used in contractual situation between two parties where the organization needs to demonstrate capability to design and supply product. 10. What are the responsibilities of Management representative? Ensuring that processes for QMS are established, implemented and maintained Reporting to top management on the performance of QMS including needs for improvement. Ensuring the promotion of awareness of customer requirement throughout the organization. 11. What are the inputs to management review? Inputs to management review shall include information on: Results of Audits S.Sundaram Professor / Mech Page 102 7/30/2013
9. What are the applications of ISO?
Customer feedback Process performance and product management reviews. Status of preventive and corrective actions Follow up actions from pervious management review. 12. What are the outputs from Management review? related to: Improvement of QMS and its processes Improvement of product related to customer requirements. Resource needs. 13. What are the requirements of Infrastructure? Buildings, workspace and associate utilities Process equipment (both hardware and software) Supporting services (Such as transport or communication) 14. What are the requirement of Design and development? Design and development planning Design and development inputs Design and development outputs Design and development review Design and development verification Design and development Validation Control of Design and development changes. 15. What are the general requirement of ISO 9001:2000? ISO 9001:2000 (General requirements) requires an organization to establish, document, implement, maintain, and continually improve the effectiveness of a quality management system in accordance with the requirements of this International Standards. 16. What are the activities required by ISO 9001:2000 to have documented procedure? Control of documents Control of records Internal audit S.Sundaram Professor / Mech Page 103 7/30/2013 Output from management reviews to include actions
Control of nonconforming product Corrective action Preventive action. 17. What is quality auditing? It is a systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled. 18. What are the classifications of Audits? 1. First party audit (or) Internal Audit. 2. Second party audit 3. Third Party audit. 19. What is QS9000? It is a set of quality system requirements, jointly published by the three American automobile manufactures via: Ford Motor Co., Daimler Chrysler Corporation and General Motors Corporations for the adherence of their main suppliers. 20. What is environment? Environment is defined as surroundings in which an organization operates including air, water, land, natural resources, flora, fauna, humans and their interrelation. 21. What are the requirements of ISO14000? Environmental policy Environmental planning Implementation and operation Checking and corrective action. 22. What are the levels of EMS Documentation? Level 1 EMS manual Level 2 Procedures Level 3 Working instruction and general documents. Level 4 Records. 23. What are the requirements of purchasing? Purchasing process S.Sundaram Professor / Mech Page 104 7/30/2013
Purchasing information Verification of purchased product 24. What are the requirements of corrective action? Take action to eliminate the causes of non conformities to prevent recurrence. Corrective action shall be appropriate to the effect of non conformities encountered. Establish a documented procedure to cover. Reviewing non conformities. Determining causes of non conformities. Evaluating need for action to ensure that non conformities do not recur Determining and implementing action needed. Records of results of action taken & reviewing corrective action taken. 25. What are the requirements of preventive? Preventive actions shall be appropriate to the effects of potential problems. Establish a documented procedure to cover. Determining potential non conformities and their causes. Evaluating need for action to prevent occurrence of non conformities. Determining and implementing action needed. Records of results action taken. Reviewing preventive action taken. 26. What are the requirements of monitoring and measurement of Process? Apply suitable methods for monitoring and measurement of QMS processes. Methods to confirm the ability of processes to achieve planned results. Correction and corrective action to be taken when planned results are not achieved. 27. What is first part audit?
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This is an audit carried out by any organization, on itself, to verify the continued suitability of the implemented system and also its effective implementation. 28. What is Second part audit? This is an audit carried out by any organization, on its suppliers or by a customer on the organization, to verify their suitability to provide the required products or services. This audit is restricted to the systems covering the specific areas in which the organization/ customer is interested and may not cover the entire activity of the supplier / organization. 29. What is Third part audit? This audit is conducted by external, independent auditing organization, such as those providing registration or certification of conformity to the requirements of ISO 9001 or 14001. 30. List the stages of an audit. 1. Audit planning 3. Audit reporting and 2. Audit performance 4. Audits follow up.
31. What are the purposes of series of ISO 14000 Standards? Environmental management systems Environmental auditing Environmental performance evaluation Life cycle assessment and Environmental aspects in product standards. 32. In what way, the concept of ISO 14000 differs from ISO 9000 series of quality system? The ISO 14000 family is concentrated with environmental management, whereas the ISO 9000 family is concentrated with quality management. 33. High light at least six elements of ISO 14000 standards. 1. General requirements 3. Environmental aspects 5. Objectives, targets, and 2. Environmental policy 4. Legal aspects 6.Environmental management programme.
34. What are the purposes of the following standards: (i) ISO 14001:1996; (ii) ISO 14004:1996; (iii) ISO14020: 2000; and (iv) ISO 14040:1997. S.Sundaram Professor / Mech Page 106 7/30/2013
ISO 14001:1996 - gives the elements that organizations are required to confirm to get registration certificate. ISO 14004:1996 - provides supplementary material for EMS. It is only for information and not used for registration. ISO14020: 2000 provides guidance on the goals and principles that should be used in all labeling problems. ISO 14040:1997. Provides an overview of the practice, applications and limitations of life cycle assessment.
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MG1401-TOTAL QUALITY MANAGEMENT VIII Semester Mechanical Engineering

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