Define Quality

The totality of features and characteristics of a product or service that bears on its ability to satisfy customers stated and implied needsMention any 2 American TQM Gurus & 2 Japanese TQM Gurus. What are they famous for?

American TQM Gurus

1.Deming stressed the importance of suppliers and customers for the business development and improvement.

He believed that people do their best and it is the system that must change to improve quality.

His 14 Points for Management formed the basis for his advise to top Japanese management.

2.Joseph M. Juran (1904), developed the Statistical Quality Handbook for Western Electric Company. He identified Fitness of quality and popularized the same

Japanese TQM Gurus

1.Kaoru Ishikawa (1915-1989), strongly advocated the use of cause and effect diagram to provide a true representation of the organizational impact and procedures. He developed Fishbone or Ishikawa diagram for cause and effect analyis.2.Taichi Ohno, known as the father of just-inTime production. He is also the co-creator of Toyota Production System (TPS)

3.Shigeo Shingo worked with Ohno on the TPS process and developed some of its popular concepts including poka-yoke (which means mistake-proof in Japanese and refers to taking human judgement out of some types of production, thereby minimizing human errors)

What are the 8 principles of TQM describe each one 1.Customer Focus

2.Leadership

3.People Involvement

4.Process approach to Management

5.System Approach to Management

6.Contiuous Improvement

7.Factual approach in Decision Making

8.Mutually beneficial Supplier Relationship

Question : What is ISO9001.2008

Ans:-The International Organisation for Standardization (ISO) was founded in 1946 to develop a common set of processes such as manufacturing, common trade, and communications that supported the objectives set by the quality management systems of an organisation. The first standard was published in 1987 and it has been under constant revision in 1994, 2000. The current revision published in Nov 2008 is ISO 9001:2008.

ISO 9001:2008 is a written set of standards that describes the basic elements and clauses of the Quality Management System. It is a systematic approach to managing processes in an organisation that ensures that the products and services of an organisation meet or exceed the needs of the customers. It is necessary that the ISO 9001:2008 based Quality Management System is well documented, tested, measured and assessed. An organisation must essentially verify that the objectives of the QMS implemented are measurable and reflect the overall objectives of the organisation. To facilitate and implement the quality improvement process, it becomes necessary that adequate resources are allocated for managing the system and also review the system on regular to measure the effectiveness in an organisation.

The ISO 9001:2008 standard specifies all the necessary requirements for a quality management system where:

The organisation has to demonstrate its ability to consistently provide products that meets the customer and the regulatory requirements.

The organisation should aim to enhance the customer satisfaction through effective application of the system.

The organisation has to demonstrate ability to continually improve processes. The products/service provided should conform to the regulatory and statutory requirements.

Q: What is ISO 14000/ EMS 14000

Ans DEFINITION OF 'ISO 14000'

A set of rules and norms for environmental management of industrial production. ISO 14000 applies to all businesses and is designed to reduce environmental damage and industrial waste. The ultimate goal of these guidelines is to promote useful and usable tools to businesses to help them manage their environmental impact.The standard can be applied to a variety of levels in the business, from organizational level, right down to the product and service level Rather than focusing on exact measures and goals of environmental performance, the standard highlights what an organization needs to do to meet these goals

ISO 14001 is known as a generic management system standard, meaning that it is relevant to any organization seeking to improve and manage resources more effectively. This includes:

single-site to large multi-national companies

high-risk companies to low-risk service organizations

manufacturing, process, and the service industries, including local governments

all industry sectors including public and private sectors

original equipment manufacturers and their suppliers.

All standards are periodically reviewed by ISO to ensure they still meet market requirements. The current version of ISO 14001 ISO 14001:2004 is under review as of April 2012.[5]What are the 7 QC Tools

The seven tools are:[3]

HYPERLINK "http://en.wikipedia.org/wiki/Seven_Basic_Tools_of_Quality" \l "cite_note-4" [4]

HYPERLINK "http://en.wikipedia.org/wiki/Seven_Basic_Tools_of_Quality" \l "cite_note-5" [5]1.Cause-and-effectdiagram (also known as the "fishbone" or Ishikawa diagram)

2.Check sheet3.Control chart4.Histogram5.Pareto chart6.Scatter diagram7.flow chart Cp & Cpk

Formula :

Where,

USL = Upper Specification Limit, LSL = Lower Specification Limit.

Example :

Food served at a restaurant should be between 38C and 49C when it is delivered to the customer. The process used to keep the food at the correct temperature has a process standard deviation of 2C and the mean value for these temperature is 23. What is the process capability of the process?

Given,

USL (Upper Specification Limit) =49C LSL (Lower Specification Limit) =39C Standard Deviation =2C Mean = 23

To Find,

Process Capability & Process Capability Index

Solution:

Process Capability :

Process Capability= (49 - 39) / (6 * 2)

= 10 / 12

= 0.833

Process Capability Index :

Solution 1

(USL-mean/ 3*std.Dev)= (49 - 23) / (3 * 2)

= 4.33

Solution 2

(mean-LSL/3*std.Dev)= (23 - 39) / (3 * 2)

= 2.66

Now, find the minimum value.

Process Capability Index= min (Solution 1, Solution 2)

= min (4.33 , 2.66)

= 2.66

1.The process capability of a Mnfg operation is 8.3369

The performance target is length 12 cm of the product

USL = 15 cms & LSL = 9 cms If the values of sample of 6 are10,11.5,10.4,11.6,12.5,13.8 Compute Cp & Cpk

Given : 6 = 8.3369 USL + 15 & LSL =9

Calculated : X = 10 + 11.5 + 10.4 + 11.6 + 12.5 + 13.8 = 69.5/6 = 11.6

Then : Cp = USL-LSL /6 = 15-9 / 8.3369 = .7196

Then Cpk = Min of USL- X/3 or X - LSL /3

15-11.6/4.1634 or 11.6 9 / 4.1634

.8166 or .62

Cpk = .62

2 The process capability of a mnfg oprn = 5.23

The range of USL & LSL = 8.The mean wt of product

= 102gms & target = 100grams. Compute Cp & Cpk

Given : 6 = 5.23 USL-LSL = 8 X = 102 USL = 104 LSL = 96

Cp = USL-LSL /6 = 8 / 5.23 = 1.5296

Cpk = Min of USL- X/3 or X - LSL /3

104-102 /2.615 or 102- 96 / 2.615

.76 or 2.29

Cpk = .76

TQM Problems in Reliability

1.The constant failure rate of a product in 24 hours shift =8. What is the probability this product will survive first 50 hours of operation

Rt = e t

Where e = 2.718 = failure rate /hour t= survival in hours

Now in 24 hours failure = 8 So in 1 hour = 8/24 = .3

So Reliability or Survival in 50 hours

Rt = 2.718 - .3 * 50

= 2.718 -15

2. .The constant failure rate of a product =0.03. What is the probability this product will survive first 10 hours of operationRt = e t Where e = 2.718 = failure rate =0.03 t= survival in hours= 10

Rt = 2.718 - ..03 * 10 2.718 -.3

X & R charts

The following is an example of how the control limits are computed for an x-bar and R chart. Note that at least 25 sample subgroups should be used to get an accurate measure of the process variation. The subgroup sample size used here is 3, but it can range from 2 to about 1012 and is typically around 5.

Note: D3, D4, and A2 were all obtained from the Control Chart Constants Table for a sample size of n = 3.

Demings 14 Points on Quality Management, A core concept on implementing total quality management, is a set of management practices to help companies increase their quality and productivity.

1. Create constancy of purpose for improving products and services.

2. Adopt the new philosophy.

3. Cease dependence on inspection to achieve quality.

4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.

5. Improve constantly and forever every process for planning, production and service.

6. Institute training on the job.

7. Adopt and institute leadership.

8. Drive out fear.

9. Break down barriers between staff areas.

10. Eliminate slogans, exhortations and targets for the workforce.

11. Eliminate numerical quotas for the workforce and numerical goals for management.

12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.

13. Institute a vigorous program of education and self-improvement for everyone.

14. Put everybody in the company to work accomplishing the transformationEmployee Involvement

One of the important concepts of TQM is employee involvement. This is a relatively new method, which is a contrast to conventional management practices, wherein management takes all decisions and workers just follow them to accomplish their jobs. This top-down management style is slow and inflexible with little room for competition. Survival in todays time-starved, customer driven market requires rapid response times from manufacturers and other businesses to the ever-changing customer needs.

When Ford faced continuous threat of competition from Japanese car manufacturers, it ventured to study how the Japanese were excelling in their performance efficiency. It established a task force to study the Japanese manufacturing process.Results showed that the key to Japanese performance and efficiency was their empowered workforce and the teamwork involved. Employees were given the responsibility and authority to stop a process if the quality failed to meet the standards specified.Some of the most successful companies are those that have achieved a close relationship between workers and the managers. The policies in these companies fostered teamwork, participation, continuous learning and flexibility. However, the change from conventional management practices to the new style was not achieved overnight. Learning and implementing participative management requires a lot of effort and time. Implementation of employee involvement systems require many changes in the existing company practices.The five obstacles that arise when companies try to shift from a traditional management style to a participative one are listed below: Resistance to change

Mistrust of the managements motives by the workers

Lack of clear expectations from the workers

Lack of participative skills among employees

Lack of executive commitment

Short note on JIT

Just in time(JIT) is a production strategy that strives to improve a business'return on investmentby reducing in-processinventoryand associatedcarrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.[1]To meet JIT objectives, the process relies on signals orKanban(?, Kanban)between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization'sreturn on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.

JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of alean manufacturingsystem or it can "end up with the opposite of the desired result."[2]

What is 6 sigma explain in brief We can summarize the following points:

Six Sigma is a philosophy of quality improvement.

Six Sigma is 3.4 defects in one million opportunities (DPMO).

Components of Six Sigma are Customer, Process, and Employees.

Six Sigma implementation requires the following roles:

Business Leader

Sponsor

Black Belt

Master Black Belt

Green Belt

The generic cycle of Six Sigma includes the following phases: Define, Measure, Analyze, Improve, and Control.

Six Sigma is dedicated to 'Customer focus'.

Write short note on Quality CirclesDefinition:Quality Circle is a small group of 6 to 12 employees doing similar work whoVoluntarily meet together on a regular basis to identify improvements in theirrespective work areas using proven techniques for analysing and solvingwork related problems coming in the way of achieving and sustaining excellenceleading to mutual upliftment of employees as well as the organisation. It is "away of capturing the creative and innovative power that lies within the work force".The structure of a Quality Circle consists of the following elements.i. A steering committee: This is at the top of the structure. It is headed by a senior executive and includes representatives from the top management personnel and human resources development people. It establishes policy, plans and directs the program and meets usually once in a month.ii. Co-ordinator: He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme.iii. Facilitator: He may be a senior supervisory officer. He co-ordiates the works of several quality circles through the Circle leaders.iv. Circle leader: Leaders may be from lowest level workers or Supervisors. A Circle leader organises and conducts Circle activities.v. Circle members :They may be staff workers. Without circle members the programme cannot exist. They are the lifeblood of quality circles. They should attend all meetings as far as possible, offer suggestions and ideas, participate actively in group process, take training seriously with a receptive attitude.The roles of Steering Committee, Co-0rdinator, Facilitator, Circle leader and Circle members are well defined.Process of operation:The operation of quality circles involves a set of sequential steps as under:1 Problem identification: Identify a number of problems.2 Problem selection : Decide the priority and select the problem to be taken up first.3 Problem Analysis : Problem is clarified and analysed by basic problem solving methods.4 Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions.5 Select the most appropriate solution : Discuss and evaluate the alternative solutions by comparison in terms of investment and return from the investment. This enables to select the most appropriate solution.

6Prepare plan of action : Prepare plan of action for converting the solution into reality which includes the considerations "who, what, when, where, why and how" of solving problems.What is SPC & what methods /tools are used

To achieve it.

Statistical Process Control (SPC):

It is one of the best ways to improve product and service quality. What is involved with SPC?

1. Pareto Diagrams

2. Process Flow Diagram

3. Cause & Effect Diagram

4. Check Sheets

5. Histogram

6. Control Charts

7. Scatter Diagrams

Pareto Diagram :

Process Flow Diagram

Cause & Effect Diagram :

Check Sheets

Solved problems on Taguchi Loss Function

Solved example 1

Suppose you are manufacturing green paint. To determine a specification for the pigment, you must determine both a functional tolerance and customer loss. The functional tolerance,0is a value for every product characteristic at which 50% of customers view the product as defective. The customer loss,A0, is the average loss occuring at this point. Your target is 200g of pigment in each gallon of paint. The average cost to the consumer, Home Painto, is $10 per gallon from returns or adjusting the pigment. The paint becomes unsatisfactory if it is out of the range.

Calculate the loss imparted to society from a gallon of paint with only 185g of pigment.

dollars/ gallon of paint

This figure is a rough approximation of the cost imparted to society from poor quality.

Solved example 2Expanding on the first paint example, lets decide what the manufacturing tolerance should be. The manufacturing tolerance is the economic break-even point for reworking scrap. Suppose the off-target paint can be adjusted at the end of the line for $1 a gallon. At what pigment level, should the manufacturer spend the $1 to adjust the paint?

The manufacturing tolerance is determined by setting L = $1.

dollars/ gallon of paint

As long as the paint is withinof pigment, the factory should not spend $1 to adjust the pigment at the end of the line , because the loss without the rework will be less than $1. The manufacturing tolerance represents a break-even point between the manufacturer and the consumer and sets limits for shipping the product. If the paint manufacturer ships the product from example 1 with 185g of pigment, they are saving 1$ of reworking costs but imparting a cost of $22.50 on society. These additional costs will surface through loss of customer satisfaction and thus brand reputation, loss of marketshare and returned products.

Quality management in services

SERVQUAL DIAGRAM

Capability Maturity Model Diagram

Case Studies

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3.