Set 1
Subject: Total Quality management Code: MG1401
Branch: ECE, MECH.CSE
Semester: VII
Duration: 3 Hours Max.Marks:100
Note: Answer all the Questions
Part: A (Each question carries 2 marks)
- What are the dimensions of quality?
Performance
Features
Conformance
Reliability
Durability
Service
Response
Aesthetics and
Safety
- Define the term appraisal Cost.
Appraisal cost is the cost of verifying, checking or evaluating a product or service at various stages during the delivery process. It is a inspection cost.
- Differentiate between Recognition & Reward.
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or team has made to the success of the organization.
Reward is something tangible such as a cash award, plaque, certificate, special dinner, theatre tickets, etc. to promote desirable behavior.
- Define Empowerment.
Empowerment requires a sincere belief and trust in people. It involves employees directly in decision-making processes, giving them the security and confidence to make decisions, and providing them with the necessary tools and training.
- What are the new management tools of quality?
The new seven management tools are: (1) Affinity diagram, (2) Relationship diagram,
(3) Tree diagram, (4) Matrix diagram, (5) Prioritization matrix, (6) Process decision program chart (PDPC), and (7) Activity network diagram.
- Define process capability ratio.
Process capability is measured by a process capability index (CP) which is defined as the ratio of the specification width to the natural tolerance of the process.
CP = (USL – LSL) / 6σ [where USL – LSL = upper specification – lower specification, or tolerance and σ = standard deviation].
- What is QFD?
Quality Function Deployment (QFD) is a technique to bring the voice of the customer into the process of designing and developing a product or service
- Name the pillars of TPM.
The eight pillars of TPM, identified by the Japanese, help in improving the OEE. The eight pillars are: [1] 5S, [2] Jishu Hozen (Autonomous Maintenance), [3] Kobetsu Kaizen (KK), [4] Planned Maintenance (PM), [5] Quality Maintenance (QM), [6] Training, [7] Office TPM, and [8] Safety, Health and Environment
- Differentiate QMS & EMS.
ISO 9000 definition of Quality Management System: “The organizational structures, responsibilities, processes, procedures, and resources used for implementing quality”.
QMS involves: How – methods, processes; Who – responsibilities, authorities; When – records, evidence; Where – identification, traceability
The ISO 14000 standards are a set of norms for Environmental Management System (EMS) either at organization level or product level.
- What are the stages of audit?
1. Audit planning – schedules, personnel, notifications, checklist.
2. Performance – opening meetings, audit process, noting of non-conformities.
3. Reporting – Observations, suggestions for corrective action
4. Follow-up – implementation of corrective action.
Part:B (Each question carries 16 marks)
11 (a). (i) Explain the basic principles of TQM
PRINCIPLES OF TQM:
1. Management commitment, 2. Focus on customer (both external and internal), 3. Employee involvement, empowerment, 4. Continuous improvement, 5. Treating suppliers as partners, 6. Establish performance measures for processes, 7. Designing products for quality, 8. Quality at source, 9. Defect prevention, 10. Root cause corrective action, 11. Benchmarking, 12. Training, 13. Positive motivation, 14. Team work, 15. Management by fact, and 16. Quick response.
(ii) Discuss the barriers to TQM implementation
the following are some of the major obstacles encountered in implementation:
1. Lack of management commitment: Management does not allocate sufficient time and resources for TQM implementation. The purpose is not clearly, consistently communicated to all personnel. Management’s compensation is not linked to quality goals such as failure costs, customer complaints, and cycle time reduction.
2. Inability to change organizational culture: Even individuals resist change; changing an organization’s culture is much more difficult and may require as much as 5 years or more. Exhortations, speeches, slogans are effective only in the short run.
3. Improper planning: Absence of two-way communication of ideas during the development of the plan and its implementation.
4. Lack of continuous training and education.
5. Incompatible organizational structure and differences between individuals/departments.
6. Ineffective measurement techniques for key characteristics of the organization. Lack of access to data and results.
7. Paying inadequate attention to internal and external customers. Inability to understand the changing needs and expectations of customers. Absence of effective feedback mechanisms.
8. Inadequate use of empowerment and teamwork.
9. Lack of employee involvement.
10. Non-cooperation of first-line managers and middle management.
11. Lack of clarity in vision.
12. Emphasis on short-term results.
13. Setting of unmanageable, unrealistic goals.
14. Bureaucratic system.
15. TQM is considered as a quick-fix solution to current problems.
16. Treating suppliers as adversaries to be manipulated, taken advantage of.
17. Adversarial relationship between workers/unions and management.
18. Motivating employees through fear of punishment.
19. Failure to continually improve. Tendency to sit back and rest on one’s laurels. Rigidly sticking to one ‘success formula’.
( discuss any 8 points )
OR
(b) Explain Deming’s 14 philosophy
Deming’s 14 points for Management:
1. Create and publicize to all employees the aims and purposes of the organization.
2. Adopt the new philosophy (of customer satisfaction, continuous improvement, defect prevention, management-labour cooperation, etc.).
3. Stop dependence on inspection to achieve quality. (Managers must understand how variation affects their processes and take steps to reduce the causes of variation. Workers must take responsibility for their own work).
4. End the practice of awarding business on the basis of price tag alone. (Costs due to inferior materials/components increase costs in the later stages of production. Suppliers themselves are part of the whole system and hence should be treated as long-term partners).
5. Improve constantly and forever the system of production and service .(Aim for small, incremental, continuous improvements – not merely in the area of production but also covering transportation, maintenance, sales, service, administration, etc. – all areas of the organization).
6. Institute training. (Employees need the proper tools and knowledge to do a good job, and it is management’s responsibility to provide these. Training not only improves quality and productivity, but also enhances workers’ morale).
7. Adopt modern methods of supervision and leadership. (Managers, Supervisors should act as coaches, facilitators and not as policemen).
8. Drive out fear. (Fear in work manifests as fear of reprisal, fear of failure, fear of change, fear of the unknown. Fear encourages short-term, selfish thinking, not long-term improvement for the benefit of all).
9. Break down barriers between departments and individuals. (Promote teamwork).
10. Eliminate the use of slogans and exhortations. (Workers cannot improve solely through motivational methods when the system in which they work constrains their performance. On the contrary, they will become frustrated, and their performance will decrease further).
11. Eliminate work standards, numerical quotas, and MBO. (Numerical quotas reflect short-term perspectives and do not encourage long-term improvement. Workers may shortcut quality to reach the goal. The typical MBO system focuses on results, not processes, and encourages short-term behavior).
12. Remove barriers to pride in workmanship. (Treating workers as commodities; giving them monotonous jobs, inferior tools; performance appraisals, management assuming it is smarter than workers and not using the workers’ knowledge and experience to the fullest extent).
13. Encourage education and self-improvement for everyone.
14. Take action to achieve the transformation. (The TQ philosophy is a major cultural change,and many firms find it difficult. Top management must take the initiative and include everyone in it).
12 (a) Define Teams. What are the various types of teams? Explain their roles & functions.
TEAMS
* A team is defined as a group of people working together to achieve common objectives or goals. Teamwork is the cumulative actions of the team in which each member of the team subordinates his individual interests to fulfill the objectives or goals of the group. The objective or goal may be to solve a problem, improve a process, design a product, plan a conference, and so on.
* Teams work because many heads are more knowledgeable than one. Each member of the team has special abilities that can be used to solve problems. Many processes are so complex that one person cannot be knowledgeable concerning the entire process.
* Traditionally, human resources management has focused on individuals. Practices such as MBO, individual performance evaluation, and individual promotion result in rivalries, favoritism and self-centeredness which work against accomplishing the true mission of an organization. Team-work breaks down barriers between individuals, departments, and line and staff functions.
* In a TQ environment, teamwork takes on a new meaning. Teams may perform a variety of problem solving activities, such as determining customer needs, brainstorming to discover opportunities for improvement, selecting projects, recommending corrective actions, and tracking effectiveness of solutions.
* Effective teams are goal-oriented, independent, open, supportive and empowered. Problem solving drives the team concept. The three basic functions of a team are to identify, analyze and solve quality and productivity problems. These three basic functions can be expanded into the following nine steps:
Identify: 1. Develop list of problems, 2. Select problem to tackle.
Analyze: 3. Collect data, 4. Focus attention, 5. Find causes.
Solve: 6. Develop solutions, 7. Pick best solution, 8. Develop follow-up plan, and 9. Implement.
* The development of Quality Circles by the Japanese in 1961 is considered to be the beginning of the use of teams to improve quality. Quality Circles are groups of people from one work unit who voluntarily meet together on a regular basis to identify, analyze, and solve quality and other problems within their area. Various other types of teams have subsequently come up to tackle diverse issues in a TQ environment. Some of these are:
Process improvement teams: The members represent each operation of the process. When the targeted process includes many work units or the entire organization, a cross-functional team may be more appropriate with work unit teams operating as sub-teams. The life cycle of this type of team is usually temporary – it is disbanded when the objective has been achieved.
Cross-functional teams: The members represent a number of different functional areas such as engineering, marketing, accounting, production, quality, and human resources. It may also include the customer and/or the supplier. A design review team is a good example of a cross-functional team. This type of team breaks down functional area boundaries.
Problem-solving teams: Members gather to solve a specific problem and then disband.
Project teams: Teams with a specific mission to develop something new or to accomplish a complex task.
Self-directed/self-managed work teams: They are the epitome of the empowered organization – they not only do the work but also manage it. There is wide discretion to organize their work subject to organizational work flow requirements.
OR
(b) Write short notes on:
a) Juran Trilogy
b) PDSA cycle
c) Kaizen
d) 5’S concept
JURAN TRILOGY
* Joseph Juran, like Edwards Deming, was a US citizen who taught quality principles to the Japanese in the 1950s and was a principal force in their quality reorganization. Juran’s prescriptions focus on three major quality processes, called the Quality Trilogy: (1) quality planning – the process of preparing to meet quality goals, (2) quality control – the process of meeting quality goals during operations, and (3) quality improvement – the process of breaking through to unprecedented levels of performance.
(1) Quality planning: Quality planning begins with identifying customers, both external and internal, determining their needs and developing product features that respond to those needs. Juran wanted employees to know who uses their products, whether in the next department or in another organization. Quality goals based on meeting the needs of customers and suppliers alike at a minimum combined cost are then established. Next, the process that can produce the product to satisfy the customers’ needs and meet quality goals must be designed.
(2) Quality control: Quality control involves determining what to control, establishing units of measurement to evaluate data objectively, establishing standards of performance, measuring actual performance, interpreting the difference between the actual performance and the standard, and taking corrective action on the difference.
(3) Quality improvement: The third part of the trilogy aims to attain levels of performance that are significantly higher than current levels. Process improvements begin with the setting up of an effective infrastructure such as the quality council. The duties of the council are to identify improvement projects, establish project teams, and provide the teams with required resources. The teams work to identify the causes, create solutions, and establish controls to hold on to the gains. The quality council is the catalyst that ensures that improvement is continuous and never ending. Process improvement can be incremental or breakthrough.
PDSA CYCLE
* Also known as the Deming Cycle and Deming Wheel, it is a simple methodology for continuous improvement that was strongly promoted by Edwards Deming. It was originally called the Shewhart Cycle after its original founder, Walter Shewhart, but was renamed the Deming Cycle by the Japanese in 1950. The Deming Cycle is composed of four stages: plan, do, study, and act (PDSA). (The third stage – study – was formerly called check, and the Deming Cycle was originally known as the PDCA cycle. Deming made the change in 1990. He felt that “study” is more appropriate, while with “check”, one might miss something).
* The plan stage consists of studying the current situation and describing the process: its inputs, outputs, customers, and suppliers; its start, end, and what it does; the key tasks performed and sequence of steps, people involved, equipment and materials used, work methods; understanding customer expectations; gathering data; identifying problems; testing theories of underlying causes; and developing solutions and action plans.
* In the do stage, the plan is implemented on a trial basis, for example, in a laboratory, pilot production process, or with a small group of customers, to evaluate a proposed solution and provide objective data. Data from the experiment are collected and documented.
* The study stage determines whether the trial plan is working correctly by evaluating the results, recording the learning, and determining whether any further issues or opportunities need to be addressed. Often, the first solution must be modified or scrapped. New solutions are proposed and evaluated by returning to the do stage.
* In the act stage, the best change or solution is selected and an implementation plan is developed. The improvements become standardized and the final plan is implemented as a “current best practice” and communicated throughout the organization. This process then leads back to the plan stage for identification of other improvement opportunities.
The fundamental premise of the Deming Cycle is that improvement comes from the application of knowledge. This knowledge may be knowledge of engineering, management, or how a process operates that can make a job easier, more accurate, faster, less costly, safer, or better meet customer needs. The Deming Cycle is never-ending, i.e. it is focused on continuous improvement. The improved process is only a springboard for further improvements.
5S PRINCIPLES
* Japanese factories are well known for their cleanliness and orderliness.
* A dirty factory cannot produce quality products. Similarly a person of disorderly habits cannot be efficient and effective at work.
* The 5S Principles is a technique for effective workplace management. It is a tool for high quality housekeeping, thereby improving workplace effectiveness.
* The 5S’s stand for five Japanese words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. The 5S is not only useful to improve the physical environment, but also the thinking processes.
1. Seiri (Sort): Separate out all unnecessary things and remove them, retaining only necessary things. Accumulation, mixing of unnecessary things and wastes with needed items leads to clutter, confusion and mess, thereby reducing the efficiency of working. Seiri also involves keeping the number of things as low as possible and at a convenient location. If the workplace is clean, there is greater motivation to carry out the job; but if the place is full of unwanted things, it will be difficult to work effectively.
2. Seiton (Arrange): Put required things in proper order so that they can be easily accessed for use and quickly put away in their proper locations after use. It prevents people from wasting their time searching for things. “A place for everything and everything in its place”.
3. Seiso (Clean up): Keep machinery and work environment clean. Employees should be responsible for cleaning their own workplaces. Workers should clean up the workplace first thing before they commence work and at the end of the day before they leave. They should also see that their workplace remains clean and tidy throughout the day. Any dirt, spillage, etc. should be attended to immediately.
If cleanliness is not maintained, it can be harmful to the personnel [health hazards], machinery [can fail due to dust, dirt, etc.], and materials [due to contamination], thereby causing quality and productivity problems.
4. Seiketsu (Systematize, Standardize): Develop routine practices for orderly, systematic working. If the 5S processes are standardized, it becomes easier to continuously maintain the organization’s neatness and cleanliness. An effective means of achieving Seiketsu is Visual management – like signboards, marked parking lots, marking of aisles, identification labels, etc. Another important consideration is transparency – tools, files, etc. should be visible so that it is easy to locate them. This will reduce the time for searching.
5. Shitsuke (Discipline): Impart systematic training and coaching to ensure discipline in 5S implementation. Discipline comes through repetition and practice. Self-discipline goes beyond discipline. It is essential for the successful implementation of the 5S principles.
* In a factory, 5S increases productivity, eliminates waste, reduces inventory, creates a pleasant workplace, improves safety, and increases the overall efficiency and effectiveness of people and machines.
* The logic behind the 5S principles is that organization, neatness, cleanliness, standardization, and discipline at the workplace are basic requirements for producing high quality products and services, with high productivity and little or no wastage; hence the importance of combining the 5S principles in TQM.
KAIZEN
* Kaizen, which is a Japanese word that means gradual and orderly continuous improvement, is a philosophy that covers all business activities and everyone in an organization. In the kaizen philosophy, improvement in all areas of business – cost, meeting delivery schedules, employee safety and skill development, supplier relations, new product development, and productivity – serve to improve the quality of the firm. Thus, any activity directed toward improvement falls under the kaizen umbrella.
* For example, statistical process control, robotics and advanced technology, employee suggestion schemes, total productive maintenance, just-in-time production systems all lead to improvement and fall under the kaizen umbrella.
* Kaizen begins with the notion that an organization can assure its long-term survival and success only when every member actively pursues opportunities to identify and implement improvements everyday. Kaizen sets no conditions for the magnitude of improvement. In fact, it often favors small, incremental improvements.
* By instilling kaizen into people and training them in basic quality improvement tools, workers can build this philosophy into their work and continually seek improvement in their jobs. This process-oriented approach to improvement encourages constant communication among workers and managers.
* The kaizen philosophy has been widely used by many firms in the US and around the world. For example, at ENBI Corporation, a New York manufacturer of components for the printer, copier, and fax machine markets, kaizen projects resulted in a 48% increase in productivity, a 30% reduction in cycle time, and a 73% reduction in inventory. At Mercedes-Benz’s truck factory in Brazil, kaizen resulted in reductions of 30% in manufacturing space, 45% in inventory, 70% in lead time, and 70% in setup time over a three-year period.
13 (a) The following data are obtained from an automatic filling process of certain chemical delivered into each container. The specification of the mass delivered is 50 + 4 grams. Samples of 4 are taken from 10 successive samples as shown in table.
Use A2 = 0.73, D4 = 2.28, D3 = 0 and d2 = 2.059.
Samples
1 2 3 4 5 6 7 8 9 10
51 52 51 48 53 51 52 54 53 50
observations50 53 52 49 49 49 53 52 53 52
52 52 52 52 49 49 47 51 52 52
49 54 51 49 54 50 52 53 54 53
I) Determine the control limits for X bar and R charts
II) Is the machine capable of meeting the specification requirements?
Solution:
Control limits for X bar and R charts
X double bar = 51.35
UCL = 53.613
LCL = 49.087
R chart = 3.1
UCL = 7.068
LCL = 0
Process capability ratio =0.8856
PCR < 1
The machine is not capable of meeting the specification requirements.
OR
13 (b) Explain the DMAIC & DMADV models in six sigma
Six sigma implementation models: There are two basic models for six sigma implementation:
1) DMAIC model (for improving existing processes) and
2) DMADV model (for design of new products to achieve six sigma quality).
(1) DMAIC model: It is a 5-step process improvement model. The steps are: Define, Measure, Analyze, Improve, and Control.
i) Define: Define the six sigma project to be taken up. Select the team. Identify the customers (internal and external). Identify the critical to quality (CTQ) issues, i.e. key performance measures. Document the existing process. Describe the current level of performance.. Benchmark best performance standards. Calculate the cost/revenue implications of the project. Decide what needs to be done, by whom, and when.
ii) Measure: Identify appropriate measures for assessing performance. Define target performance based on customer requirements (through benchmarking, if necessary). Measure current performance and identify the gaps.
iii) Analyze: Discover the causes for the gaps/shortfalls/defects. Identify key variables which cause the defects (through a cause-and-effect diagram, if necessary). Group the influencing factors into the following three categories:
Constants (C): these factors cannot be changed.
Noise factors (N): while efforts should be made to reduce noise, these can’t be eliminated
Experimental factors (X): these factors can be modified to improve the results.
In this way, identify the parameters to be experimented with in order to improve the process.
iv) Improve: Fix maximum permissible ranges of the key variables. Devise a system to measure deviations of the variables. Modify the process to ensure that variations occur within the permissible range. Implement the solution on a pilot basis. Monitor and measure performance. Standardize the improved method if performance is successful.
v) Control: Put in place systems and procedures to ensure that key variables remain within the maximum permissible ranges continuously. These might include establishing new standards and procedures, training the workforce, and instituting controls to make sure that improvements do not die over time.
(2) DMADV model: DMADV stands for Define, Measure, Analyze, Design, and Verify. It is employed for design of new products to achieve 6-sigma quality.
i) Define: This phase is similar to the DMAIC model. The only difference is that ‘document the existing process’ and ‘describe the current level of performance’ do not arise.
ii) Measure: Identify customer needs and convert them into technical requirements through Quality Function Deployment (QFD) technique. Define measures for each of the technical requirements and define performance standards for the process.
iii) Analyze: Generate various design options for the concept. Evaluate them and select the right option.
iv) Design: Detailed design stage involving finer details and identifying all the required steps in the process. This is followed by system integration. This step may involve the fabrication of prototypes or establishing a pilot plant.
v) Verify: Verify and validate the functionality of the product or process. Document the findings and transfer to regular production.
14 (a) Define Benchmarking. Discuss the types and steps in benchmarking process
Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices. It helps them learn how the “best in class” do things, understand how these best practices differ from their own, and implement change to close the gap. The essence of benchmarking is borrowing ideas and adapting them to gain competitive advantage. It is a tool for continuous improvement
Types:
Competitive Benchmarking
Functional Benchmarking
Internal Benchmarking
Product Benchmarking
Process Benchmarking
Best Practices Benchmarking
Strategic Benchmarking
Parameter Benchmarking
The benchmarking process: It consists of the following six steps: [1] Decide what to benchmark. [2] Understand current performance. [3] Plan. [4] Study others. [5] Learn from the data. [6] Use the findings. Brief explanations of these steps is furnished below:
[1] Decide what to benchmark:
* Benchmarking can be applied to virtually any business or production process. In general, it is best to begin by thinking about the mission and the critical success factors of the organization. Some other questions that can be raised to decide high impact areas to benchmark are: Which processes are causing the most trouble? Which processes are not performing up to expectations? Which processes contribute most to customer satisfaction? What are the competitive pressures impacting the organization the most? What processes or functions have the most potential for differentiating our organization from the competition?
[2] Understand current performance:
* It is first necessary to thoroughly understand and document the current process. Those working in the process know the most about it. Hence the benchmarking team should be comprised of those who own or work in the process. Examples of key metrics for measurement are: unit costs, hourly rates, quality measures, etc. Techniques such as flow diagrams and cause-and-effect diagrams aid understanding.
[3] Plan:
* A benchmarking team is chosen. The team should decide what type of benchmarking to perform, what type of data is to be collected, the method of data collection, the candidate organizations to be benchmarked, and the time table for the various tasks required to be performed.
* There are three main types of benchmarking: internal, competitive, and process.
+ Internal: In most large firms, similar activities are performed in different operating divisions. Data are easy to obtain for internal comparisons.
+ Competitive: Product competitors are an obvious choice to benchmark. However, some organizations would never knowingly share proprietary information. But there are several ways to obtain such data – information in public domain, and through third parties. Buying a competitor’s product to take apart and test is another common practice.
+ Process: Many processes are common across industry boundaries, and innovations from other types of organizations can be applied across industries. For example, every industry has payroll and accounts functions. All kinds of organizations design new products and have logistics functions. Motorola looked to Domino’s Pizza and Federal Express for the best ways to speed up delivery systems.
Thus best practices can be found internally, in a competitor, in the industry, in another indigenous organization, or in a global organization.
[4] Study others:
* Benchmarking studies look for two types of information: a description of how best-in-class processes are practiced and the measurable results of these practices. Primary data, secondary data and site visits are useful sources of information for carrying out the studies.
[5] Learn from the data:
* Learning from the data collected in a benchmarking study involves answering a series of questions: Is there a gap between the organization’s performance and that of the best-in-class organizations? What is the gap? How much is it? Why is there a gap? What does the best-in-class do differently that is better? If the best-in-class practices were adopted, what would be the resulting improvement?
* Summary measures and ratios, such as activity costs, return on assets, defect rates, customer satisfaction levels, etc. can be calculated and compared.
[6] Use the findings:
*. To effect change, the findings must be communicated to all concerned. The findings must translate to objectives, goals and action plans.
* Benchmarking is a continuous improvement tool. In order to avoid complacency, it must be used continuously to pursue emerging new ideas.
OR
(b) Explain the House of Quality matrix and its components with a suitable example
The House of Quality (HOQ), so called because of its shape, is the basic tool used in QFD. It is a set of matrixes used to relate the VOC to a product’s technical requirements, component requirements, manufacturing plans and manufacturing operations. The first matrix, the customer requirement planning matrix, provides the basis for the QFD concept. It basically shows what the customer wants and how the organization is going to fulfill those wants.
Basic steps in building a House of Quality:
1. Identify customer requirements, 2. Identify technical requirements, 3. Determine the inter-relationships among the technical requirements, 4. Relate the customer requirements to the technical requirements, 5. Evaluate competitors’ offerings and determine key selling points,
6 Evaluate technical requirements and develop targets, and 7. Select technical features to deploy in the remainder of the production/delivery process.
Brief explanations of the above steps:
1. Identify customer requirements: The Voice of the Customer (VOC) is the primary input to the QFD process. Information is gathered from customers about their needs, wants and expectations. The customer’s own words are vitally important in preventing misinterpretation by designers and engineers. Some important sources of information for VOC are: direct customer feedback, focus groups, customer complaints, market survey of customers, information from sales team and service team, comparative analysis of competitors’ products through benchmarking, etc. The customer needs are ranked in order of importance.
2. Identify technical requirements: These are design characteristics that express the customer requirements in the language of the designer or engineer. They are the “hows” by which the company will respond to the “whats” – the customer requirements.
3. Determine inter-relationships among the technical requirements: The roof of the HOQ is a triangular matrix that shows the inter-relationships between any pair of technical requirements. Various symbols denote these relationships. [ O – strong relationship, O – medium relationship,
∆ - weak relationship, blank – no relationship, and X – negative relationship]. This diagram allows the user to identify which technical features support one another and which are in conflict. Conflicting technical requirements may indicate conflicting customer requirements and hence, represent points at which tradeoffs must be made. Early resolution of tradeoffs is essential to shorten product development time.
4. Relate the customer requirements to the technical requirements: Here also the above symbols are used to show the degree of relationship. The purpose of this matrix is to show whether the final technical requirements adequately address the customer requirements. It will be difficult to meet customer requirements without at least one strong relationship in every row. The lack of a strong relationship shows that customer needs are not addressed or the design will not be able to meet them. An empty row indicates that a customer requirement is not being met. An empty column indicates that a particular design feature is redundant.
5. Evaluate competitors’ offerings and determine key selling points: Assign importance ratings (from 1 to 5) for each customer requirement and evaluate competitors’ products/services for each of them. If an important customer requirement gets low rating on all competitors’ products, such requirements indicate scope to gain competitive advantage and can become key selling points.
6. Evaluate technical requirements and develop targets: On the basis of customer importance ratings and existing product strengths/weaknesses, targets are set for each technical requirement.
7. Select technical features to deploy: Select technical requirements to deploy in the remainder of the production process. Technical requirements that have a strong relationship to customer needs, have poor competitive performance, or are strong selling points are identified and deployed.
15(a) Briefly explain the concepts, requirements and benefits of ISO 14000.
ISO 14000 STANDARDS
* The ISO 14000 standards are a set of norms for Environmental Management System (EMS) either at organization level or product level. It was developed by the International Organization for Standards (ISO) in 1992 after the success of ISO 9000 (set up in 1987).
* Rationale for ISO 14000:
(i) World-wide focus on environment based on internationally accepted criteria.
(ii) It prevents conflicts between regional interpretations of good environmental practice.
(iii) Certification is required to compete in global marketplace.
* ISO 9000 standards exist in two areas: [1] Organizational evaluation standards, and [2] Product evaluation standards.
* Requirements of ISO 14000 (Major elements of EMS standards):
[1] General requirements, [2] Environmental policy, [3] Environmental aspects, [4] Legal aspects, [5] Objectives & targets, [6] Environmental management program, [7] Structure & responsibility, [8] Training, awareness and competency, [9] Communication, [10] Documentation, [11] Document control, [12] Operational control, [13] Emergency preparedness & response, [14] Monitoring & measuring, [15] Non-conformance, corrective and preventive action, [16] Records, [17] EMS audit, and [18] Management review.
Benefits of EMS :
- Improves international trade and remove trade barriers
- Improves environmental performance of planet earth and
- Build consensus that there is a need for environmental management
OR
(b) Write short notes on
I) Policy, procedure, work instruction, records in ISO 9000.
II) Quality auditing
Types of documents found in ISO 9000 system:
1) Quality Policy Manual (What? Why?)
· First tier of documentation process
· Define what will be done and why
· Quality policy manual will be written – clear, precise, practical & easy to understand
· Short and simple definition of the organization’s quality intensions
2) Quality System Procedures (Who? When? Where?)
· Second tier
· Procedure describes the methods that will be used to implement the stated policies
· Who should perform specific tasks
· When the task should be done
· Where documentation will be made
· Applicable to all areas within the organization
· More detailed than policies
· Allows for easy understanding
3) Work Instructions (How?)
- Spell out how a job will be done
- Usually dept, machine, task or product oriented
- Detailed drawimg or routing sheet or specific job
- Pride of ownership in the document function
3) Records, formats, forms (Evidence)
· Way of documenting that policies, procedures and work instructions have been followed
QUALITY AUDITS:
* Definition of quality system audit: “a systematic, independent examination to determine whether quality activities and results comply with planned arrangements, whether these arrangements are implemented effectively, and whether these are suitable to achieve objectives”.
Types of audit: First party audit (internal), Second party audit (by customer), and Third party audit (by independent agency).
Another classification: System audit, Process audit, Product audit, Adequacy audit, and Compliance audit.
* Stages in conducting quality audit:
1. Audit planning – schedules, personnel, notifications, checklist.
2. Performance – opening meetings, audit process, noting of non-conformities.
3. Reporting – Observations, suggestions for corrective action
4. Follow-up – implementation of corrective action.
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