Total Quality Management

ASSIGNMENT A

1. Define concurrent engineering, list and explain the steps you will follow to implement concurrent engineering in any organization

2. Describe quality management through the use of control charts.
Ans- 

3. Explain vendor partnering, describe the benefits of vendor partnering to the organization and the vendor

4. Define quality cycle, list and explain steps followed for its implementation

5. Describe the contribution of Deming and Crosby in the quality revolution

6. Describe how you can implement TQM in the Human Resource Department of the organization

7. Describe the concept of acceptance sampling in quality management. Solve by www.solvezone.in contact for more details at 8882309876

8. Define total quality management, how it is different from quality management

ASSIGNMENT B

Case study
X  BAR AND R VALUES FOR THE 10 SAMPLES OF TEA CONTAINING 30 PACKETS
X Bar    320    310    330    360    290    280    340    320    360    300
R    12    16    14    18    22    23    10    13    27    25
Jhilimil Tea company has a packaging machine that packs tea in plastic packets, to ensure consistent quantity in each packet a sample of 30 packets was taken per hour in a day and its mean and range are recorded. Around 10 such samples were taken per day. from the following data answer the following questions.

Q.No 1: comment on the type of data being collected, which control chart is appropriate for the data and why. Solve by www.solvezone.in contact for more details at 8882309876

 
Q.No 2: what are the values for Central Line, Upper control limit and lower control limit, also show the entire calculations for the response

Q.No 3: What are your interpretations for the above samples, can we accept that the system is in control, give justification for your answer

ASSIGNMENT C

1. Not a parameter that defines the concept of Quality
 (A): feature of the product
 (B): characteristics of product
 (C): price of the product
 (D): ability to satisfy the customers

2. Aesthetics of a product defines it
 (A): Style
 (B): serviceablity
 (C): performance    
 (D): long life of the product

3. Concept of durablity doesn't apply to
 (A): car
 (B): pizza
 (C): airconditioner
 (D): cloths

4. not an example of accuracy concept as per quality
 (A): fuel efficiency of cars
 (B): Implementation of Statistical Design of Experiment
 (C): features of laptop
 (D): specifications of a mobile

5. Defining of product specifications is done under the step of
 (A): Do
 (B): Check
 (C): Plan
 (D): Analyze

6. Bringing changes in the product specification as per the feed back received from customers is done in
 (A): Plan
 (B): Act
 (C): Check
 (D): Analyze

7. It is not a part of TQM participant
 (A): Management of company
 (B): Police
 (C): Customers
 (D): Employees

8. Not a benefit of TQM
 (A): Lower wastage
 (B): Satisfaction of all the potential customers
 (C): Increased revenue
 (D): Optimum utilization of resources

9. Not a part of Deming's concept of Knowledge of variations
 (A): Variations are caused due to two main reasons , random and special.
 (B): employees should not be blamed for random variations
 (C): controlling special variations is not possible
 (D): controlling of random variations is possible and is the main cause of quality related problems

10. it is not a part of Deming's 14 principle of quality management
 (A): Shift focus from quantity to quality
 (B): encourage on the job training
 (C): implement work standards and set minimum targets for achievement
 (D): encourage two communication

11. Not a part of Juran Quality Triology
 (A): Quality planning
 (B): Quality control
 (C): Quality Issuance
 (D): Quality Improvement

12. it is the concept of Philip B Crosby
 (A): Control variation to control quality
 (B): follow quality triology
 (C): Quality is achieved through prevention not appraisal
 (D): Quality is achieved through repair and rework

13. Not a stage in Crosby's Quality Management Grid
 (A): Wisdom
 (B): Awakening
 (C): Prevention
 (D): Uncertainty

14. Not comes under the heading of prevention costs
 (A): Design reviews
 (B): process control acceptance
 (C): Suppliers evaluation
 (D): Process capability

15. Not an example of failure cost
 (A): service after service
 (B): Receiving inspection and test
 (C): Consumer affairs
 (D): redisigning efforts

16. It truly represent the " Hidden Plant Concept".
 (A): the amount of spare parts used is so much that there is effective hidden plant in the factory
 (B): the amount of rework is so much that there is an effective hidden plant in the factory
 (C): the loss of products due to quality concerns are so much that there is an effective hidden plant in factory one for quality and other for non quality productions
 (D): the productivity can be increased so much that there is an effective hidden plant in the factory

17. CWQC movement is associated with
 (A): Deming
 (B): Juran
 (C): Crosby
 (D): Ishikawa

18. it is not a part of Taguchi's philosphy of quality
 (A): Continuous improvement and cost reductions is way to survival and growth
 (B): implementation of Statistical Design of Experiment
 (C): Deviations from target increases cost of quality
 (D): Implementation of Pareto chart for quality management

19. As per Taguchi philosophy, It is not a part of product design stage
 (A): System Design
 (B): Parameter Design
 (C): Tolerance Design
 (D): Process capability Design

20. It is true for Shigeo Shingo's Judgement Inspection
 (A): investigate the causes for defects
 (B): Detection of mistakes at its source
 (C): Elimination of mistakes through correction
 (D): Separate defective products from good ones

21. it is not a step in vendor partnering process
 (A): vendor booking
 (B): vendor certification
 (C): vendor training
 (D): Technological contributions

22. it is not a benefit of vendor partnering to supplier
 (A): lower inventories
 (B): get consistent orders
 (C): get financial assistance
 (D): get technological contributions from company

23. Operating characteristics curve is made by ploting
 (A): plotting the probability of acceptance of a lot and Percent defective in the lot
 (B): plotting the probability of acceptance of a lot and Percent non defective in the lot
 (C): plotting the probability of rejection of a lot and Percent defective in the lot
 (D): plotting the probability of rejection of a lot and Percent of non defective in the lot

24. It is an example of advance tool of quality management
 (A): Matrix diagram
 (B): histogram
 (C): check sheets
 (D): Pareto Charts

25. House of quality is a practical application of this quality management tool
 (A): KJ diagram
 (B): flow chart
 (C): matrix diagrams
 (D): scatter diagram

26. It is not a step of fault tree analysis
 (A): Construct the tree
 (B): know the system
 (C): Know the bottom event
 (D): Know the top event

27. Concept of Value engineering is evolved from the work of
 (A): Malcom Baldridge
 (B): Pareto
 (C): Lawrence Miles
 (D): Ernest Brent

28. Not an example of MUDA
 (A): Muda of Motion
 (B): Muda of profit
 (C): Muda of Transport
 (D): Muda of waiting

29. Value engineering is systematic process of
 (A): improving or maintaining the quality and consistency of a product or service at appropriate cost.
 (B): improving or maintaining the quality and consistency of a product or service at lower cost.
 (C): improving or maintaining the quality and consistency of a product or service at higher cost, as company know that consumers are willing to pay more if the quality is better
 (D): improving or maintaining the quality and consistency of a product or service by bringing radical changes in processess

30. At 4.5 sigma level _______defects are acceptable per million opportunities
 (A): 22700
 (B): 1350
 (C): 3.4
 (D): 100

31. it is not considered in House of Quality
 (A): competitior's analysis
 (B): product specification
 (C): customer's expectations
 (D): supplier's feedback

32. Reengineering is a process of
 (A): redesigning business processes, associated systems and organizational structures to achieve a dramatic improvement in business performance
 (B): Where the organizational structure is completely transformed for betterment of the company.
 (C): Redesigning the engineering department so that they can design new and better products for the market
 (D): to completely transform the technology used in the company to produce better products for the market

33. Not a method of product designing
 (A): Benchmarking
 (B): concurrent engineering
 (C): value engineering
 (D): QFD

34. It is a practical application of Arrow Diagram
 (A): PERT
 (B): QFD
 (C): Scatter Diagram
 (D): PDPC

35. Not an objective of concurrent engineering
 (A): reducing lead time
 (B): maintain competitive edge
 (C): optimum utilization of resources
 (D): modfiying existing product for improvement

36. Kaizen is a system of
 (A): incremental changes leading to continuous improvement
 (B): substantial changes leading to continuous improvement
 (C): process of learning from the mistakes
 (D): visual card system to control the process flow

37. ISO clause 4.2 defines
 (A): Document Requirements
 (B): Management Responsibility
 (C): General Guidelines
 (D): Customer Focus

38. ISO 9000 Clause 5.2 defines
 (A): Document Requirements
 (B): Customer Focus
 (C): Management commitment
 (D): Quality Policy

39. Quality Manual doesn't contain this
 (A): Objectives and systems
 (B): procedures of the organization
 (C): Salary structure of employees
 (D): Location of department in the organization

40. The first step in ISO certification audit is
 (A): Site visit
 (B): Review of documents
 (C): Interviewing employees
 (D): giving feed back