OM 0016 QUALITY MANAGEMENT

1. Answer the following questions

1.1 What is the need for quality Management?
Managing quality is very essential to get competitive advantage in todays
highly competitive environment. This is because, if a customer does not get
the required quality of products, he/she tends to switch to other brands.
Therefore, it is important for every organization to better manage the quality
of products and services.
1.2 What are the advantages of ISO 9000 Standards?
Provides a knowhow for establishing a quality management system that
results in the improvement of the bottom line for businesses.
Many large organisations rely on the ISO 9000 certification of their suppliers
to prove their competence, thus making them eligible for participating in
tendering processes.
Since it is targeted towards practicing TQM, the organisation becomes
healthy and prosperous in the long run.
Since the employees get trained in the latest managing methodologies, the
organisation benefits directly.
It improves employee morale, because it improves systems in the
organisation and is considered as a status symbol too.
Customers are benefitted directly since it improves products and services
offered by an organisation.
It helps in knowing the exact customer requirements and results in reducing
waste.
1.3 What is the structure of quality management system
Level 1 Quality manual: The first level of the structure of a QMS is
the
Quality Manual. The key element included in the making of a quality manual
is the structure of the organisation (organisation charts defining hierarchies
and responsibilities). The quality manual is created to identify the documents
and their structure required for standardisation.
Level 2 Procedures: Level 2 comprises procedures. Procedures are the
description of the companys operations being performed in various
departments. These procedures focus on the information at the management
level.
Level 3 Instructions: Level 3 mainly comprises documentation at the
lower level. This documentation mainly includes task instruction, blank
forms, checklists, blueprints, etc. However, filled forms and records are not
included in this level.
1.4 Explain any four attributes of quality leader.

A quality leader is one who believes in others and therefore, recognizes the
value of his\her followers. A quality leader must communicate with the team
in the most amiable manner and also share his\her experiences with them
and encourage them.
A quality leader is known by his\her team. A team trusts the leader when the
leader shares information with all the members. A quality leader takes the
team along with him\her and works for the benefit for all.
A quality leader is defined by his\her character. The followers look for an
example in their leader. Therefore, the character of a quality leader must be
trustworthy in the organisation and must be exemplary. The leaders
character is the force behind the faith of the followers in him\her.
A quality leader is never self-centred. He\she always works to bring some
difference in the life of others. He\she believes in working with others and for
others. A good leader always works for the success of the organisation, but
at the same time, he\she also ensures that his\her team is also positively
affected with it.

2.Write short notes on:

1. QS 9000
2. Attaining quality culture through
employees
3. Importance of quality control
4. Double sampling plan
2.1 QS 9000
The use of QS 9000 in the automotive industry has led to the elimination of
demands and waste due to redundancy in the systems being followed.
These are as follows:
Section 1: It includes requirements that are common to ISO 9001.
Section 2: It is also known as additional requirements. It is comprised of
those requirements that are adopted by General Motors, Chrysler and Ford.
Section 3: This section is named as Customer specific requirements and
includes unique system requirements that are customer based.
2.2 Attaining quality culture through employees
Business leaders in the present agree that the only way to survive in our
competitive world is by obtaining full customer satisfaction through the
consistent delivery of high quality products and services. The most
challenging task for an organisation is to achieve customer satisfaction and
then retain it. To achieve these goals, organisations undergo various changes
like opting for downsizing or mergers.

2.3 Importance of quality control.

The survival of any organisation is solely dependent on customers
satisfaction and quality is something that a customer always seeks in
products. Therefore, quality is a way to achieve customers satisfaction. The
importance of quality control can be understood in the following points:
Ensures the level of quality in raw materials acquired for production
Minimises errors and defects in the final product/service
Reduces overall costs by cutting down defective production
Facilitates standardisation in products
Improves brand image in the market
2.4 Double sampling plan.
Double sampling requires sampling the lot again if the results of the first
sampling are inconclusive. The procedure of double sampling plan is as
follows:
1. Collect a random sample from the lot for inspection
2. Inspect the sample for the required quality characteristics
3. Accept the lot if the number of defects in the sample is equal or less than
the number set in parameters say C1
4. Reject the lot if the number of defects in the sample is more than the
number set in parameters say R1
5. Select another sample if the total number of defects is more than C1 but
less than R1
6. Accept the lot if the total number of defects in both the samples is less
than the acceptance number C2
7. Reject the lot if the number of defects in both the samples is more than
the rejection number R2
3. Forces of change are the factors that drive or stimulate the need for a
change in an organisation. Some of these are external, arising from outside
the organisation whereas others are internal, arising from sources within the
organisation. Discuss the external and internal forces of change.
3.1 Describe the forces of change
These forces from outside the organisation stimulate the need for change in
an organisation. Unlike the internal forces of change, the external forces
cannot be controlled from within an organisation.
3.2 Discuss the four key categories of external forces of change
Demographic characteristics: Organisations should effectively manage
multiplicity if they aim to receive noticeable contribution and commitment
from employees.

Technological advancements: Technology is being used rapidly by both

manufacturing and service organisations in order to improve productivity and
market competitiveness.
Market changes: Global economic developments are driving
Indian organisations to modify the way they operate business.
Social and political pressures: These forces are generated by social and
political events occurring in the organisations external environment.
Individual values affect employees desires, priorities and motivation.
3.3 Describe internal forces of change.
These forces stimulate change from within the organisation due to expansion
or opportunities created in the core business. It could be the individuals
inside the organisation or the
organisation as a whole that might induce this change.
3.4 Discuss any four key categories if internal forces of change.
Human resource aspect: Employees perceptions about the way they are
treated at work and the balance between individual and
organisation needs and desires often create a need for change.
Managerial aspect: Too much interpersonal conflict between managers
and their subordinates is an indication that a change is needed.
Falling effectiveness: This is another internal trigger for change.
For example, an organisation that experiences its third quarterly loss within a
fiscal year is motivated to do something about it.
Falling effectiveness: This is another internal trigger for change.
For example, an organisation that experiences its third quarterly loss within a
fiscal year is motivated to do something about it.
Differing employees expectations: Differences in the employees
expectations may also trigger change in organisations.
Expectations of young and newly hired employees are different from those of
the old employees. Youngsters are more career oriented than their older
counterparts and are known for organisational restlessness.
4. From the above articles evaluate how six sigma can aid enhance
healthcare.
4.1 List the areas where six sigma can be applied in health care
4.2 Describe how six sigma can improve processes in healthcare.
4.3 List the benefits of six sigma in healthcare
4.4 Assess if six sigma can improve processes and deliver value to the
patient/customer
5. Elaborate on Quality function Deployement.
5.1 Define QFD
Quality Function Deployment (QFD) is a systematic approach used by the
development team to identify customers requirements and define them for
making products that satisfy customers needs

5.2 List the elements that are required to facilitate QFD

Strong commitment towards QFD by the management
Setting up of clear goals of QFD
Adoption of the cross-functional team approach
Establishing training programmes to educate team members about QFD
with the help of a well-skilled facilitator
Conduct periodic meetings to check the performance of QFD tasks
5.3 List the components of QFD
Quality deployment: It is concerned with the conversion of the customer
opinion into the design of the product.
Function deployment: This component is responsible for linking all business
functions. Generally, teams are formed to create a linkage between all the
functions, from designing to manufacturing.
5.4 Describe the QFD process.
Phase 1 - Product plan: This is the first phase of the QFD process. The phase
begins with the discovery of customers requirements and preferences and
conducting research to get the data of competitors, warranty data, product
characteristics, ideas etc. The accuracy of data is the key to the success of
QFD.
Phase 2 - Product design, development and specification: This phase is led by
the people of the design and engineering department. In this phase,
prototypes and concept of the product are generated. Therefore, creativity
and innovation form the base of this phase.
Phase 3 - Process plan: In this phase, part specifications are developed to
create the product. Flowcharts are created to indicate the process flow, and
parameters are defined and documented. People in the production and
engineering department are responsible for the execution of this phase.
Phase 4 - Production process control: As the name suggests, in this phase,
key performance indicators are defined for motoring and controlling the
processes and schedules.
5.5 List the benefits of QFD.
Reduces the development time of a product minimises the costs of
development
Reduces the time to market a product
Helps in improving the quality of a product
Helps in improving the quality of a product
6.
6.1 Explain the different modes of failures.

Catastrophic failure: A catastrophic failure is said to have occurred when an

operating system that is functioning normally comes to a sudden halt. Such
failures are unplanned and occur at random.
Degradation failure: There are changes in different parameters with time.
These changes in the parameters degenerate a system over time and cause
it to fail. These failures are detectable and can be rectified or minimised by
continuous maintenance of the system.
Secondary failure: This type of failure occurs primarily because of some
minor defects. For example, the reason for the tsunami that occurred in 2004
in Asia was an outcome of the earthquake on west coast of Indonesia in the
Indian Ocean.
6.2 Define terotechnology, list the tasks it performs and who uses it
and why?
Terotechnology is defined as the process of maintaining assets in an optimal
manner. In other words, it is a combination of management, financial, human
resource, marketing and engineering practices applied to physical assets.
Terotechnology performs the tasks, such as installation, operation,
maintenance, modification and replacement.
6.3 List the reasons for using gap modules
Gap models are used:
To understand the factors that satisfy/dissatisfy customers
To measure the differences between delivery end expected quality
To know if the organisation is falling behind or exceeding customer
requirements
To give organisation competitive edge over rivals
6.4 Explain the two types of KSS
Manual support systems: These systems provide all types of support in
decision making; however, ultimate decision is based on the users rationale.
After acquiring the available knowledge, the user can take decisions more
efficiently.
Intelligent systems: These systems help users in taking decisions based
on a rational approach developed through the knowledge it contains. These
are called intelligent support systems. The knowledge base and system
specifications let the system apply logical thinking in decision making. This
technology is called artificial intelligence and such systems are called expert
systems.